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。     

团队学习、交互记忆系统与团队绩效：基于IMOI范式的纵向追踪研究

本研究采用纵向追踪设计,以55支实际运行的项目团队作为研究对象,分析检验了交互记忆系统对于团队学习与团队绩效之间关系的作用机制; 并基于理论界近期受到广泛关注的IMOI研究范式,通过两阶段的追踪探索团队学习与团队绩效间关系的动态机制。结果表明: 交互记忆系统对团队学习与团队绩效间关系呈现出显著的中介效应,能够为团队学习的绩效机制提供良好的理论解释力;另一方面,团队学习是一种动态演进的组织行为过程,采用IMOI范式来替代传统的I-P-O模型能够更好地剖析其动态属性。     

共享心智模型和交互记忆系统:对立或协同?——基于知识管理视角

共享心智模型和交互记忆系统是知识管理领域中两个新的研究视角。共享心智模型是指团队成员共享的、对团队情境中关键要素的、系统的理解和心理表征;交互记忆系统是团队成员之间形成的一种彼此依赖的,用以编码、储存和提取不同领域知识的合作性分工系统。在分析共享心智模型和交互记忆系统内涵的基础上,作者深入剖析了两者的对立和协同关系,系统探讨了影响两者效应的情景变量,为从认知角度提高团队知识管理水平提供了理论依据。     

交互记忆系统研究回顾与展望

交互记忆系统是团队成员之间形成的一种彼此依赖的,用以编码、储存和提取不同领域知识的合作分工系统。其研究有助于发现高效工作团队如何处理解决问题所需要的信息,解释团队成员怎样通过发挥各自的专长去解决团队面临的问题。它是解释团队知识处理过程的一个机制。相关研究已有近20年的历史。文章从交互记忆系统的形成和维护、测量、影响因素及其对团队有效性的作用等几个方面对已有研究进行回顾,并指出其对管理研究和管理实践的借鉴意义及未来可能的研究方向     

领导授权赋能与领导有效性的关系：基于元分析的检验

基于183项实证研究, 采用元分析法综合考察了领导授权赋能与领导有效性的关系, 包括个体工作态度与绩效(145个样本, 50509名员工)、团队绩效(47个样本, 4856个团队)和组织绩效(9个样本, 1090家企业)。结果表明：领导授权赋能与工作满意度、组织承诺和主观幸福感显著正相关, 与离职倾向、倦怠&压力显著负相关, 与个体(团队)绩效及其各维度显著正相关, 与反生产行为显著负相关, 但与组织绩效的正向关系不显著。其中, 主观幸福感、团队绩效、团队任务绩效的样本文献可能存在出版偏倚, 其元分析结果很可能被高估。在东西方差异上, 领导授权赋能与个体(团队)绩效、个体(团队)任务绩效的相关性均属东亚样本更强、欧美样本更弱, 而与个体(团队)创新绩效、个体(团队)关系绩效之间无显著差异。然而, 团队创新绩效的欧美样本和团队关系绩效的东亚样本仅1份, 故其东西方比较结果可能存在不稳定及不可靠性。此外, 领导授权赋能的量表、数据类型显著调节了领导授权赋能与个体绩效的关系, 行业类型的调节效应不显著。研究结果为领导授权赋能与领导有效性的研究给出了新的阶段性定论。     

创新氛围、创新效能感与团队创新：团队领导的调节作用

在团队层次探讨创新氛围、创新效能感以及团队领导对团队创新绩效的影响。对51个工作团队的研究结果表明, 团队创新氛围与团队创新绩效有显著的正向关系, 而团队创新效能感在这一关系中起到中介作用。同时, 引领创新的团队领导调节了创新效能感与团队创新绩效之间的关系, 团队领导越倾向于引领创新, 创新效能感与创新绩效之间的关系就越强, 经由创新效能感传导的创新氛围对创新绩效的效应也就越大。研究结果深刻揭示了创新氛围、创新效能感、创新领导和团队创新之间的关系。     

工作团队领导心理资本对成员组织公民行为的影响机制：多层次模型

本研究采用问卷调查法, 以某国有企业在10个地市的66个工作团队369名企业员工为调查对象, 在控制被试的教育程度、工作经验及人口统计学变量之后, 运用多层线性模型技术分析团队领导心理资本与团队成员心理资本及其组织公民行为的关系。结果发现：(1)工作团队领导心理资本对团队成员组织公民行为存在积极影响, 团队成员心理资本是领导心理资本与团队成员组织公民行为之间跨层次的中介变量; (2)工作团队领导心理资本对团队成员心理资本与组织公民行为关系的调节效应不显著。     

冲突对绩效的影响：个体、团队宜人性的调节作用

以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示：(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。     

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.     

团队心理安全感对成员创新行为影响的跨层次研究:知识分享的中介作用

采用问卷调查法,以珠三角地区高科技企业61个工作团队的387名员工为调查对象,在控制被试的教育水平、工作年限及人口统计学变量后,运用多层线性模型技术考察团队心理安全感、知识分享及成员创新行为之间的关系。结果表明:(1)团队心理安全感对知识分享和成员创新行为具有显著的正向促进作用;(2)知识分享是团队心理安全感与成员创新行为之间的跨层次中介变量。     

Transactive memory system links work team characteristics and performance

Teamwork and coordination of expertise among team members with different backgrounds are increasingly recognized as important for team effectiveness. Recently, researchers have examined how team members rely on transactive memory system (TMS; D. M. Wegner, 1987) to share their distributed knowledge and expertise. To establish the ecological validity and generality of TMS research findings, this study sampled 104 work teams from a variety of organizational settings in China and examined the relationships between team characteristics, TMS, and team performance. The results suggest that task interdependence, cooperative goal interdependence, and support for innovation are positively related to work teams' TMS and that TMS is related to team performance; moreover, structural equation analysis indicates that TMS mediates the team characteristics-performance links. Findings have implications both for team leaders to manage their work teams effectively and for team members to improve their team performance.     

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.     

Short-term and long-term relationships between reflection and performance in teams: evidence from a four-wave longitudinal study

Previous theory and research suggest that team reflection is beneficial for team performance. We argue that results remain inconclusive because prior studies have not accounted for the dynamic nature of this relationship. This paper addresses this research gap by examining time-specific relationships among variables and the intra-team variability of changes across time. In a four-wave longitudinal field study with 97 teams (N = 453 team members) performing a business simulation task, short-term (i.e., autoregressive, cross-lagged effects) and long-term (i.e., latent trajectories) relationships between team reflection and performance were explored. We found evidence that reflection had negative autoregressive effects and that there were direct positive short-term relationships between reflection and performance. Reflection trajectories were seen to decline across time and performance trajectories to increase across time. In addition, teams with either low initial reflection or low initial performance showed higher increases in reflection across time, whilst higher increase in reflection was negatively related to change in performance. Findings are discussed with respect to how they extend the previous literature and what directions they suggest for future research.     

Cultural Intelligence and Language Competence: Synergistic Effects on Avoidance,Task Performance,and Voice Behaviors in Multicultural Teams

Avoidance of culturally diverse peers undermines the benefits of multicultural teams. Using uncertainty reduction theory, we argue that team members’ cultural intelligence (CQ; the capability to work effectively in culturally diverse settings) and language competence (the ability to communicate in a language) exert main and synergistic effects on avoidance behaviors. We further propose that avoidance negatively predicts individuals’ task performance (behaviors that contribute to team outcomes) and voice behaviors (giving suggestions to improve the status quo). Put together, we test a moderated mediation model where the mediating role of avoidance between CQ and outcomes of task performance and voice behaviors is moderated by language competence. Our results, based on data collected from multicultural team members at three time points, showed no main effects of CQ and language competence on avoidance. Instead, we found synergistic effects such that CQ was negatively related to avoidance only when language competence was high. Avoidance was negatively related to peer-rated task performance and voice behaviors. Conditional process analyses supported our moderated mediation hypothesis, suggesting that avoidance explains why people with higher CQ and higher language competence have higher task performance and voice behaviors.     

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.     

Examining Project Commitment in Cross-Functional Teams: Antecedents and Relationship with Team Performance

Purpose

The purpose of this study was to test a model positing both antecedents and consequences of project commitment for members of cross-functional teams. Signaling theory and previous research guided study hypotheses.

Design/Methodology/Approach

We collected primary data from 142 team members and 31 team leaders across 24 cross-functional product development teams nested within six manufacturing organizations in the US and Canada.

Findings

Findings suggest that project commitment among team members is an important driver of team performance as rated by the team leader. In addition, several factors contribute toward shaping project commitment among cross-functional team members, including team leaders’ encouragement of self-expectation, as well as team members’ perceptions of an organization’s support for the team project.

Implications

Cross-functional teams are often charged with completing projects critical to the profitability, growth, and even survival of a firm. Especially as we show that members’ project commitment is a meaningful predictor of team performance, managers may draw insight from study results as to what actions may be taken to promote the development of this important psychological state among members of cross-functional teams.

Originality/Value

Use of cross-functional teams for accomplishing a wide variety of firm objectives is becoming commonplace in organizations. Although theorized as an important construct in cross-functional team settings, empirical examinations of the nature and implications of project commitment have been limited. By examining both antecedents and potential team performance consequences of project commitment in multiple organizations, we contribute toward filling this gap.     

Deep-level composition variables as predictors of team performance: a meta-analysis

This study sought to unify the team composition literature by using meta-analytic techniques to estimate the relationships between specified deep-level team composition variables (i.e., personality factors, values, abilities) and team performance. The strength of the team composition variable and team performance relationships was moderated by the study setting (lab or field) and the operationalization of the team composition variable. In lab settings, team minimum and maximum general mental ability and team mean emotional intelligence were related to team performance. Only negligible effects were observed in lab settings for the personality factor and team performance relationships, as well as the value and team performance relationships. In contrast, team minimum agreeableness and team mean conscientiousness, openness to experience, collectivism, and preference for teamwork emerged as strong predictors of team performance in field studies. Results can be used to effectively compose teams in organizations and guide future team composition research.     

The relationship of motive disposition and situational incentives to individual differences in choking under pressure

Motive disposition theory posits that individuals exhibit stable differences in their achievement, affiliation, and power motives – shaping their capacity to perceive performance, social affiliative, or competitive contexts as rewarding. Whereas this approach has been employed in research on individual differences in motor performance, it has not been considered in predicting individual differences in choking under pressure. Typical pressure manipulations often use competitive or team settings which also constitute prime examples of power and affiliation incentives. Consequently, we hypothesized participants' affiliation (vs. power) motive to be related to golf putting performance in team (vs. competitive) settings. In addition, due to the performance feedback provided by the task, it should also generally appeal to participants high in achievement motivation. Specifically, after a familiarization phase a total of 115 participants completed a baseline assessment of golf putting performance, followed by an experimental block manipulating the task's incentives (competition, team, control) between participants. Analysis of participants' previously assessed motives revealed that both participants' affiliation and achievement motive were positively related to performance (variable error) under pressure. No effects emerged for the power motive. These findings highlight the role of personality differences in predicting motor performance variability in pressure situations. We discuss the specific contributions of projective and self-report motive measures and touch upon possible avenues for coaches and practitioners to counter choking effects.