团队作业特征研究现状与展望

团队作业特征是团队有效性模型中的重要输入变量,是团队绩效差异的贡献因素。作业特征在个体与团队层面的相关理论基础表明,团队作业特征包括技能多样性、作业同一性、作业重要性、反馈、自主性、作业互依性、作业复杂性七个核心要素。以此为基础介绍了作业特征在个体与团队层面的相关效应研究;团队作业特征模型测量、作业特征作用机制、作业特征要素的深入研究则可作为未来研究的重点     

礼之用,和为贵?和谐管理理论视角下团队亲社会违规氛围对团队绩效的影响

当前关于亲社会违规行为的研究主要集中于个体层面,但实践和理论都表明我们有探究团队亲社会违规氛围的必要性。为此,本研究聚焦于团队亲社会违规氛围这一概念,以和谐管理理论为基础,分别引入团队和谐作为中介变量和团队互依性作为调节变量,探讨团队亲社会违规氛围对团队绩效的影响机制和作用边界。本文以74个团队和334名团队成员为研究对象,通过对三阶段所获取的数据进行分析,结果显示:(1)团队互依性对团队亲社会违规氛围与团队和谐的关系具有调节作用:当团队互依性高时,团队亲社会违规氛围对团队和谐的负向影响更强;(2)团队和谐对团队绩效具有显著的正向影响;(3)团队互依性调节了团队亲社会违规氛围通过团队和谐对团队绩效的间接效应:当团队互依性水平较高时,团队亲社会违规氛围通过团队和谐对团队绩效的负向效应会被增强。本研究证实了团队亲社会违规氛围对团队绩效的作用机制与边界条件,拓宽了亲社会违规行为和团队和谐的相关研究。     

共享心智模型影响团队绩效的权变模型

共享心智模型指团队成员关于团队关键要素的共同的知识结构, 诸多研究表明其能有效提高团队运作效能。本研究从权变的角度入手, 以负责通讯网络监控与维护的106个高技术团队为分析对象, 探讨团队的共享心智模型与团队绩效的关系, 并揭示团队互依性作为权变因素对共享心智模型与团队绩效关系的调节效应。层次回归分析结果表明, 共享心智模型能显著预测团队绩效, 而团队互依性则负向调节两者之间的关系, 即在互依性程度较低的团队里, 共享心智模型才显著提高团队绩效。作者从共享心智模型的测量和权变因素的作用两个角度展开讨论, 并基于此提出了后续的研究方向。     

领导集权度与团队成员交换：任务互依性与团队绩效压力的调节作用

从情感互动视角出发,通过三个时间节点对72个团队的问卷调查,探讨了领导集权度对团队成员交换（TMX）及团队绩效的作用机制和边界条件。结果表明：任务互依性和团队绩效压力调节了领导集权度与TMX间的关系,即任务互依性或团队绩效压力越高,领导集权度与TMX之间的负向关系越弱,反之则越强。进一步分析显示,任务互依性和团队绩效压力调节了TMX在领导集权度和团队绩效间关系的中介作用,表现为被调节的中介作用模型。     

任务互依性对员工建言行为的影响研究:人格特质的调节作用

全球经济转型给工作特征带来的重大改变之一就是任务互依性大大增强,在这一新工作情境下,组织如何更好地激发员工建言行为是本文关注的研究问题。根据工作要求—资源模型的观点,任务互依性对工作者带来的影响作用并不显而易见,不同特质的员工对于任务互依性的认知评价和行为反应有所不同,因此需要加入对工作者人格特质的考虑。基于两个时间点收集的435份领导员工匹配样本数据的实证分析,研究结果表明:对于尽责性低或情绪稳定性低的员工而言,任务互依性对建言行为有显著正向影响作用。研究结论不仅丰富了建言行为前因变量的现有研究,而且也有助于鼓励管理实践者更好地从任务互依性等工作特征出发,思考如何调动不同特质的员工为组织发展建言献策的积极性。     

趋近重塑总是有效的吗？基于“过犹不及”效应的探析

趋近重塑总是积极的吗？以往研究主要关注趋近重塑的积极影响,本文基于自我效能理论,探讨趋近重塑对任务绩效的“过犹不及”效应以及任务互依性在其中发挥的调节作用。对316份匹配问卷调查数据的分析结果发现：趋近重塑与任务绩效呈倒U型关系;自我效能感与任务绩效呈倒U型关系,自我效能感在趋近重塑与任务绩效间起中介作用;此外,任务互依性削弱了趋近重塑与任务绩效的倒U型关系。     

成对数据分析之行动者-对象互依性模型(APIM)

成对关系是人际关系和人际互动的最基本的单元, 对成对关系的测量得到的成对数据具有人际关系的互依性特点, 这种互依性往往体现在对象效应上。考虑到数据的互依性以及同时估计行动者效应和对象效应的行动者-对象互依性模型(APIM)是一种相对简单但很有吸引力的指导分析的模型。成对数据中根据数据的变异源分为三种变量; 根据是否存在可区分开成对关系中的双方的变量而分为可区分和不可区分的数据; 成对数据的分析往往开始于互依性程度的检验; 在独立性不能得到满足的情况下, 考虑是否可区分, 则可以采用联合回归、多水平模型, 结构方程建模的方法, 对APIM中的各个效应进行估计。其中, 尤为详细地介绍了使用LISREL软件进行结构方程建模分析的方法。     

父母婚姻满意度及其相似性对协同教养的影响:基于成对数据的分析

采用婚姻满意度问卷、协同教养问卷调查全国336对青少年的父母,基于成对数据分析的行动者-对象互依性模型(APIM),探讨青少年家庭中父母婚姻满意度与协同教养之间的关系,检验其中的父母差异及婚姻满意度相似性对协同教养的影响。结果表明:(1)父母婚姻满意度与协同教养之间,既存在外溢效应,也存在交叉效应;(2)婚姻满意度与协同教养间的外溢效应与交叉效应,在父亲与母亲之间不存在差异;(3)父母婚姻满意度相似性越高,母亲协同教养的冲突行为越少,但父母婚姻满意度的相似性对父亲的协同教养行为没有显著影响。     

目标坚持性和目标灵活性对老年夫妻幸福感的影响:基于行动者-对象互依性模型

采用目标坚持性/灵活性量表和费城老年中心信心量表对北京的258对老年夫妻进行问卷调查,基于行动者-对象互依性模型,探讨目标处理策略对老年夫妻幸福感的影响。结果发现：（1）夫妻双方的目标处理策略和幸福感分别具有一致性;（2）目标坚持性和灵活性均对自身幸福感有积极效应;（3）丈夫目标坚持性对妻子幸福感有积极效应,但妻子目标坚持性对丈夫幸福感作用不显著;丈夫和妻子的目标灵活性均对配偶幸福感有积极效应;（4）对于丈夫的幸福感,目标灵活性的行动者效应和对象效应均强于目标坚持性;对于妻子的幸福感,目标坚持性和灵活性的行动者效应和对象效应差异均不显著。目标坚持性和目标灵活性对夫妻幸福感的影响存在差异。     

团队作业与团队互动两类共享心智模型的发展特征

共享心智模型指团队成员关于团队作业、策略、团队情境、团队互动等的共同的知识结构,根据内容不同可以分为团队作业模型和团队互动模型两类。该研究通过实验室实验探讨两类共享心智模型的发展特征。132名大学生组成44个3人团队,随机分为团队绩效反馈组和无团队绩效反馈组。采用相似性评定法在团队执行作业前、中、后三次测量两类共享心智模型。结果发现：（1）共享心智模型随团队运作时间增加而发展;（2）团队互动模型形成和发展的难度高于团队作业模型;（3）团队绩效反馈对两类心智模型发展的作用不同,反馈加速了团队作业模型的发展速度,但却是团队互动模型能否得以发展的决定性因素。两类共享心智模型的不同发展特征应归因于两者特异性高低的不同     

Outcome interdependence shapes the effects of prevention focus on team processes and performance

Although the effects of regulatory focus on individual-level performance have often been studied, relatively little is yet known about team-level effects. Filling this void, we integrate the notion that promotion-focused individuals are concerned with progress and achievement, whereas prevention-focused individuals are concerned with security and vigilance, with the insight that team processes and performance depend on outcome interdependence (individual versus team rewards). The hypothesis that prevention-focused teams react more strongly than promotion-focused teams to differences in outcome interdependence was tested among 50 teams performing an interactive command-and-control simulation. Regulatory focus and outcome interdependence were both manipulated. The results showed that prevention-focused teams working for team rather than individual rewards reported higher work engagement and less error intolerance, coordinated more effectively, and performed better. Promotion-focused teams were not influenced by outcome interdependence. We discuss the implications of our results for theory and effective team management.     

Cooperative outcome interdependence, task reflexivity, and team effectiveness: a motivated information processing perspective

A motivated information processing perspective (C. K. W. De Dreu & P. J. D. Carnevale, 2003; see also V. B. Hinsz, R. S. Tindale, & D. A. Vollrath, 1997) was used to predict that perceived cooperative outcome interdependence interacts with team-level reflexivity to predict information sharing, learning, and team effectiveness. A cross-sectional field study involving management and cross-functional teams (N = 46) performing nonroutine, complex tasks corroborated predictions: The more team members perceived cooperative outcome interdependence, the better they shared information, the more they learned and the more effective they were, especially when task reflexivity was high. When task reflexivity was low, no significant relationship was found between cooperative outcome interdependence and team processes and performance. The author concludes that the motivated information processing perspective is valid outside the confines of the laboratory and can be extended toward teamwork in organizations.     

不同任务情境中虚拟团队绩效过程模式

运用模拟实验,通过操纵任务类型和任务依存性,考察了不同任务情境中虚拟团队的各种绩效过程模式及其演化过程。研究发现：（1）三种绩效过程模式对团队任务绩效具有不同的作用,在整个过程中,团队成员都能够设置比较客观的目标;而方法模式只在第一和第三阶段表现出显著作用;信任模式在第一和第二阶段的显著作用,表现出后期受到学习效应的干扰。（2）在概念性任务中,任务依存性对团队任务绩效作用显著,而在行为性任务中,其作用不显著,而且,任务依存性对不同任务类型中的绩效过程模式具有不同的作用。     

I'm worth more than you! Effects of reward interdependence on performance,cohesion, emotion and effort during team competition

ObjectivesTo examine the effects of reward structures on the performance of a motor task. To evaluate the effects of reward interdependence on performance, cohesion, emotion, and effort during intergroup (team) competition.DesignAn experimental design was used to compare the effects of reward interdependence (no, low, high) on performance of a strength and endurance task.MethodParticipants (N = 111) performed a 3-min handgrip task as a member of a team of four under three reward interdependence conditions (no; low, with an even split of prize money; high, with an uneven split of prize money) in head-to-head competitions against another team. Task performance was assessed using the cumulative force production total. Task-related cohesion, enjoyment, anxiety and effort were measured using self-report scales.ResultsPerformance was better with rewards than no reward, and better with high than low reward interdependence. Team cohesion was highest with low reward interdependence. Effort was greater with rewards than no reward. Anxiety and enjoyment did not vary among the reward conditions. Mediation analyses indicated that increased cohesion mediated improvements in performance from no reward to low reward interdependence conditions, and increased effort mediated improvements in performance from no reward to both low and high reward interdependence conditions.ConclusionPerformance of a simple physical task in team competition was facilitated by rewards, with optimal performance associated with unequal rewards (i.e., performance-related pay). The benefits of performing with rewards compared to no rewards were explained by increased cohesion and effort. Social interdependence theory can help explain performance of simple motor tasks during team-based competitions. The findings have implications for the pay structures adopted by sports teams.     

Counterproductive Behaviors and Psychological Well-being: The Moderating Effect of Task Interdependence

Purpose  The purpose of this study was to investigate the relationship between counterproductive behaviors (CPBs) and psychological well-being in a teamwork setting. Moreover, we examined the moderating effect of task interdependence. CPBs are considered in light of four dimensions, namely parasitism, interpersonal aggression, boastfulness, and misuse of resources. Design/Methodology/Approach  Data were collected from a sample of 249 individuals working in a Canadian prison. The study was based on two measurement times. Findings  The results reveal that the four dimensions of CPBs are negatively related to psychological well-being and that relationships involving interpersonal aggression and boastfulness are moderated by task interdependence. Implications  This study highlights the importance for managers to identify the presence of CPBs in their team as soon as possible so as to be able to remedy them before they affect team members’ psychological well-being. Moreover, interpersonal aggression and boastfulness may be particularly detrimental in a context of high interdependence. Originality/Value  This study further extends the nomological network of CPBs. Indeed, the results indicate that the presence of CPBs may harm employees’ mental health. Furthermore, this study shows that a contextual characteristic (i.e., task interdependence) may amplify the detrimental effect of some CPBs.

A META-ANALYSIS OF TEAMWORK PROCESSES: TESTS OF A MULTIDIMENSIONAL MODEL AND RELATIONSHIPS WITH TEAM EFFECTIVENESS CRITERIA

Drawing from Marks, Mathieu, and Zaccaro (2001) , we proposed that narrowly focused teamwork processes load onto 3 higher-order teamwork process dimensions, which in turn load onto a general teamwork process factor. Results of model testing using meta-analyses of relationships among narrow teamwork processes provided support for the structure of this multidimensional theory of teamwork process. Meta-analytic results also indicated that teamwork processes have positive relationships with team performance and member satisfaction, and that the relationships are similar across the teamwork dimensions and levels of process specificity. Supplemental analyses revealed that the 3 intermediate-level teamwork processes are positively and strongly related to cohesion and potency. Results of moderator analyses suggested that relationships among teamwork processes and team performance are somewhat dependent on task interdependence and team size.     

公共物品两难中相互依赖关系对合作行为的影响

本文关注初始关系建立过程中互动双方相互依赖关系对个体合作行为的影响,认为情境中表征个体间相互依赖关系的线索会对激活被试在情境中的社会动机并影响被试的信任信念,进而影响互动双方的合作行为。操作互动双方问基于互动制约的相互依赖和基于利益共同的相互依赖,模拟高相互依赖和低相互依赖关系情境。结果表明：①不同的相互依赖关系能够激活不同的社会动机和信任信念;②不同的相互依赖关系中,被试的合作行为有显著差异;③在特定的相互依赖关系中,被试的合作行为与其本身的信任倾向无显著相关;④特定相互依赖关系下被试的社会动机带有策略性,信任信念对被试合作行为的预测能力较强。     

Investigating a process model for leader affective presence,interpersonal emotion regulation,and interpersonal behaviour in teams

Leader affective presence is the tendency of leaders to elicit feelings that are consistent among other individuals, and has been supported as a relevant personality trait for understanding teamwork. Drawing on a model that integrates personality and emotion regulation, this study aimed to expand research on affective presence by proposing team members’ perceptions of leader interpersonal emotion regulation as a process that explains how leader affective presence is related to team member behaviour. In the model, teamness—the perception that interdependence and reflexivity are required in the team—is presented as a boundary condition to the effects of affective presence via emotion regulation. Results of a study conducted with 99 teams showed that team member ratings of leader positive affective presence were linked to their perceptions that leaders had used affect-improving emotion regulation which in turn was associated with greater team citizenship behaviour. Contrariwise, team member ratings of leader negative affective presence were associated with perceived use of affect-worsening emotion regulation by leaders which in turn was associated with lower levels of team citizenship, but only when teams were low in teamness. These findings contribute to understanding how leaders’ individual differences are related to teamwork through affective processes.