高技术工作团队的交互记忆系统及其效果

交互记忆系统近来被认为是影响工作团队绩效的重要特性之一。以往的研究局限于实验室样本或者由学生组成的临时团队,该研究从高技术企业中选取190个工作团队作为样本,考查了团队的交互记忆系统与团队中的其它现象之间的关系。研究除了发现Lewis的量表中有两个题目不理想外,还发现交互记忆系统与团队成员之间的信任、合作性目标导向具有显著的正相关,同时交互记忆系统与团队的工作绩效和凝聚力也具有显著的关系。该文在检验团队层次的现象时,通过计算团队成员在相应变量上得分的一致性(rwg)来检查加总分析的合理性,这是从事团队层次的研究中需要遵循的方法     

虚拟团队中交互记忆系统理论研究现状述评

交互记忆系统(Transactive Memory System,TMS),团队成员在交流的过程中形成的一种合作性分工系统,简单来说就是团队成员对于“谁知道什么”的一种共同认知.通过TMS,团队成员能够协调彼此的专长从而提高团队知识整合和共享水平.文章回顾了TMS和虚拟团队的相关概念,重点从虚拟团队中TMS的形成、效用以及虚拟性与TMS的关系三个角度对虚拟团队中TMS的相关研究进行了归纳,最后指出未来不仅需要深入研究团队输入、输出和调节因素的影响,还需考虑到不同的信息技术的影响以及研究方法和范围的完善.     

Transactive memory in decision-making teams: implications for team effectiveness

The transactive memory system (TMS) construct is one of the most extended theoretical approaches to understand the role of cognitive processes at group level in the effectiveness of work teams. This study examined the relationships among TMS, performance, satisfaction and functional communication in decision-making teams. 40 four-person teams were asked to suppose they were expert consulting teams advising a fictitious organization on how to solve a problem with their employees. Results showed a mediating effect of TMS on the relationships between functional communication, perceived team performance and satisfaction. Contrary to our expectations, TMSs were not related to performance as evaluated by external raters. These findings suggest the importance of team communication in the formation of TMSs, as well as their implications for the effectiveness of decision-making teams.     

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。     

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.     

Helping Teams to Help Themselves: Comparing two Team‐Led Debriefing Methods

Team‐based structures have become more widely used in organizations. Therefore, it is important for team members to perform well in their current team and to build skills and enthusiasm for working on future teams. This study examined team debriefing, an intervention in which team members reflect on recent experiences to prepare for subsequent tasks. Prior researchers have shown that facilitated team debriefs work, but they have not examined how to enable teams to conduct their own debriefs or studied how debriefs affect individual level outcomes. Therefore, we compared 2 team‐led debriefing techniques: (a) an unguided debrief and (b) a guided debrief designed to incorporate lessons learned from prior debriefs. We collected data from 174 business students who were members of 35 teams from 9 sections of a Strategic Management course. Class sections were randomly assigned to one of the debriefing conditions, and teams completed 4 business cases over 10 weeks. A multilevel design was employed and a multistage model building approach was used to test the hypotheses using hierarchical linear modeling techniques. Results of this cluster randomized, quasi‐experimental design suggest that the team‐led guided debrief intervention resulted in superior team processes as compared to the unguided debriefing method. Team processes, in turn, related significantly to greater team performance and increased individual readiness for teamwork and enthusiasm for teaming. Implications for future research and practice are discussed.     

The interactive effects of person-focused citizenship behaviour,task interdependence,and virtuality on team performance

A multifactorial between-groups experiment examined the effects of person-focused organizational citizenship behaviours (OCBP) on the performance of teams characterized by different levels of virtuality and task interdependence. Results reveal in low virtual teams the moderating effects of task interdependence on the OCBP–team performance relationship are positive; however, these effects are reversed in high virtual teams. Using social presence and task–technology fit theories, our results indicate that task context affects how OCBP impacts team performance, particularly across different levels of team virtuality. The implications for research on OCB and the management of virtual teams are discussed.     

PATTERNS OF INTERDEPENDENCE IN WORK TEAMS: A TWO-LEVEL INVESTIGATION OF THE RELATIONS WITH JOB AND TEAM SATISFACTION

A questionnaire study in 17 school and 24 engineering teams examined affective reactions to task and goal interdependence at the group and individual level of analysis. Group-level task interdependence was positively related to group members' job and team satisfaction. Within-group differences in the degree of task interdependence were unrelated to affective responses. Interactions revealed that within-group task interdependence is positively related to both job and team satisfaction only if the degree of goal interdependence in the work team is high.     

What's the difference? Insider perspectives on the importance,content, and meaning of interpersonal differences

This study presents a new approach to examine how team members experience interpersonal differences. This approach offers a way to examine how team members experience their differences with specific other individuals, and how these differences are related to the amount of perceived conflict with these individuals in an organizational context. Data from a non‐profit governmental institution in The Netherlands were analysed, including 80 participants from 15 diverse teams. Five types of differences were salient to the individuals in this sample: differences related to extraversion; work pose; approach to work; task‐related expertise; and seniority. Furthermore, individuals tend to contrast positive and negative evaluations of differences related to extraversion and approaches to work, but to conceptualize positive and negative evaluations of task‐related expertise, seniority, and work pose as more mutually independent phenomena. Moreover, we found that differences related to task‐related expertise were negatively related to both task and relationship conflict. In contrast, differences related to extraversion were positively related to both task and relationship conflict. Finally, the approach‐to‐work cluster was positively related to only task conflict.     

Integrity Testing and Job Performance Within High Performance Work Teams: A Short Note

Integrity tests have exhibited robust validity for predicting performance among traditional jobs. However, some organizations have shifted to self-managed work teams and the relationship between integrity and performance within these jobs is untested. One hundred fourteen high performance team members within a single department completed the Hogan Personality Inventory (HPI). The HPI Reliability scale was used as the integrity measure. The subjects' job performance was evaluated by their team leaders. Performance ratings were transformed to equalize ratings across the eight teams. Results indicate that integrity was related to transformed performance ratings (r = .25) within a high performance team environment. Limitations and implications are discussed.     

Bullying and harassment at work and their relationships to work environment quality: An exploratory study

Team-based working has become a popular model of work organization. One of the expected yields of working in teams is collective learning. As team members work closely together they are likely to exchange information, which can enhance learning. One of the processes that may facilitate team learning is team conflict. In this study, 471 respondents, working in 84 teams in 38 organizations, indicated their perceptions of task conflict, relationship conflict, team learning, and their rating of the performance of the team. Task conflict was not related to team learning but was negatively related to the team members' rating of team performance. As was hypothesized, relationship conflict negatively affected team learning. Importantly, team learning was a strong predictor of the perceived team performance and partially mediated the relation between relationship conflict and performance.     

Decision Accuracy in Computer-Mediated versus Face-to-Face Decision-Making Teams

Changes in the way organizations are structured and advances in communication technologies are two factors that have altered the conditions under which group decisions are made. Decisions are increasingly made by teams that have a hierarchical structure and whose members have different areas of expertise. In addition, many decisions are no longer made via strictly face-to-face interaction. The present study examines the effects of two modes of communication (face-to-face or computer-mediated) on the accuracy of teams' decisions. The teams are characterized by a hierarchical structure and their members differ in expertise consistent with the framework outlined in the Multilevel Theory of team decision making presented by Hollenbeck, Ilgen, Sego, Hedlund, Major, and Phillips (1995). Sixty-four four-person teams worked for 3 h on a computer simulation interacting either face-to-face (FtF) or over a computer network. The communication mode had mixed effects on team processes in that members of FtF teams were better informed and made recommendations that were more predictive of the correct team decision, but leaders of CM teams were better able to differentiate staff members on the quality of their decisions. Controlling for the negative impact of FtF communication on staff member differentiation increased the beneficial effect of the FtF mode on overall decision making accuracy.     

KNOWLEDGE WORKER TEAM EFFECTIVENESS: THE ROLE OF AUTONOMY, INTERDEPENDENCE, TEAM DEVELOPMENT, AND CONTEXTUAL SUPPORT VARIABLES

This study investigated how autonomy, interdependence, and team development, along with process and contextual support variables, were related to the effectiveness of teams of "knowledge workers." The sample included 231 knowledge workers from 27 work teams. Team members completed surveys measuring the design, process, and contextual factors. Effectiveness measures included multiple key stakeholder evaluations of team performance and self-report measures of attitudinal outcomes. The results suggest that interactions among design, process, and contextual support factors have important implications for team effectiveness. In particular, the positive relationship between team autonomy and team job motivation was reduced as teams worked under more interdependent conditions. This interaction effect also varied across the types of autonomy (e.g., planning-related, product-related, and people-related) the team was given. Results also demonstrated that the relationship between job motivation and team process behaviors (helping, sharing, and innovating) was more positive in teams who were developmental mature. Process behaviors were positively related to effectiveness, but those relationships became more positive in the presence of certain contextual factors (high-quality goals and efficient information transmission), and less positive in the presence of others (feedback and time pressure). Future research needs and practical implications of these results are discussed.     

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。     

RELATIONS BETWEEN WORK TEAM CHARACTERISTICS AND EFFECTIVENESS: A REPLICATION AND EXTENSION

Previous research has demonstrated that work team characteristics can be related to effectiveness (Campion, Medsker, & Higgs, 1993). This study provides a replication with professional knowledge worker jobs, different measures of effectiveness, and work units that varied in the degree to which members identified as a team. Data were collected from 357 employees, 93 managers, and archival records for 60 teams in a financial services organization. Team characteristics were measured with questionnaires completed by employees and managers. Effectiveness measures included immediate manager judgments at two points in time, senior and peer manager judgments, employee judgments, and archival records of employee satisfaction and performance appraisals. Results were similar to previous findings in that most team characteristics were related to most effectiveness criteria. Relationships were strongest for process characteristics, followed by job design, context, interdependence, and other characteristics. Further, work units higher on single-team identity were higher on many team characteristics and effectiveness measures.     

Interdependence and Social Identity in Youth Sport Teams

The degree to which team members believe that they rely on one another to perform successfully and achieve collective outcomes may relate to perceptions about the extent that they integrate the group within their own identity. This study examined the relationship between interdependence and social identity among 422 high school team sport athletes. Youth completed measures of task and outcome interdependence, as well as social identity. Multilevel analyses revealed that higher perceptions of outcome interdependence at an individual and team level predicted greater social identity. Results highlight the role of outcome interdependence on athletes’ perceptions of social identity in sport teams.     

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.     

An examination of organizational and team commitment in a self-directed team environment

A model hypothesizing differential relationships among predictor variables and individual commitment to the organization and work team was tested. Data from 485 members of sewing teams supported the existence of differential relationships between predictors and organizational and team commitment. In particular, intersender conflict and satisfaction with coworkers were more strongly related to team commitment than to organizational commitment. Resource-related conflict and satisfaction with supervision were more strongly related to organizational commitment than to team commitment. Perceived task interdependence was strongly related to both commitment foci. Contrary to prediction, the relationships between perceived task interdependence and the 2 commitment foci were not significantly different. Relationships with antecedent variables help explain how differential levels of commitment to the 2 foci may be formed. Indirect effects of exogenous variables are reported.     

Exploring the Effects of Value Diversity on Team Effectiveness

Purpose

The goal of the present study was to explore the potential impact of within-team value diversity with respect to both team processes and task performance.

Design/Methodology/Approach

We explored value diversity within a comprehensive framework such that all components of basic human values were examined. A sample of 306 participants randomly assigned to 60 teams, performed a complex hands-on task, demanding high interdependence among team members, and completed different measures of values and team processes.

Findings

Results indicated that value diversity among team members had no significant impact on task performance. However, diversity with respect to several value dimensions had a significant unique effect on team process criteria. Results were consistent with respect to the nature of the impact of value diversity on team process outcomes. Specifically, the impact of team value diversity was such that less diversity was positively related to process outcomes (i.e., more similarity resulted in more team cohesion and efficacy and less conflict).

Implications

The results indicated that disparity among teammates in many of these values may have important implications on subsequent team-level phenomena. We suggest team leaders and facilitators of teambuilding efforts could consider adding to their agendas a session with team members to analyze and discuss the combined value profiles of their team.

Originality/Value

This is the first study to highlight the unique impact of many unexamined, specific components of team diversity with respect to values on team effectiveness criteria.     

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.