When performance goals deter performance: Transfer of skills in integrative negotiations

The current study deals with the ability of teams to learn and transfer complex knowledge across situations and therefore achieve better long term performance. In an experiment on integrative (value-creating) negotiations, High Learning Teams (with learning goals, high learning values, and team discussions) and Low Learning Teams (with performance goals, low learning values, and no team discussions) participated first in a repeated integrative negotiation task and then in a new more complex one. In the first task both types of teams improved their performance over time. However, in the second transfer task, when conditions changed, High Learning Teams performed better than Low Learning Teams. Findings indicate that the High Learning Teams’ advantage cannot be attributed to the discussion alone. Furthermore, for the Low Learning Teams, negative transfer was observed: when faced with a new component, not experienced before, these teams performed worse than teams that had no experience at all.     

The Performance of Pre‐Founding Entrepreneurial Teams: The Importance of Learning and Leadership

Entrepreneurial teams often struggle with simultaneous task and team challenges at an early stage of new venture creation. The way in which teams shape their teamwork is key in leveraging performance in the pre‐founding phase. Learning should help the team in establishing good teamwork and in expanding its members’ entrepreneurial capabilities. Leadership is needed to facilitate and guide this learning. Accordingly, we investigated learning and leadership as facilitators of performance in the pre‐founding phase. Specifically, we examined team reflexivity as a collective internal learning process and boundary spanning behaviour as an externally directed individual activity, operating at different levels in fostering team and individual performance. Charismatic team leadership was examined as a catalyst of learning, shaping team and individual performance ultimately. The multilevel mediation model was tested based on data from 196 members of 58 teams of a venture creation programme. Team reflexivity predicted team and individual performance. Boundary spanning behaviour was not related to performance. As hypothesised, charismatic team leadership predicted team and individual performance, both mediated by team reflexivity. This research highlights the relevance of team learning in pre‐founding teams and emphasises leadership in shaping learning and moving new ventures forward.     

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.     

Dyad Practice Impacts Self-Directed Practice Behaviors and Motor Learning Outcomes in a Contextual Interference Paradigm

We studied dyad practice to determine whether and how alternating practice blocks with a partner impacts self-directed practice scheduling, learning, and perceptions of practice. Participants were assigned to be Partner 1 (P1) or 2 (P2). P1s had a blocked, random, or self-directed schedule, while all P2s self-directed practice of 3, differently-timed keystroke-sequences. P2s showed both own error-dependent practice (switching sequences following better performance) and partner-dependent practice, with the partner's schedule impacting sequence selection and switching frequency. A partner's schedule also impacted learning. Random practice resulted in better timing accuracy than blocked practice for both partners in an immediate and delayed retention test. These data give evidence that self-directed practice behaviors and learning outcomes are modulated by a partner's practice schedule.     

A temporal common ground for learning: The moderating effect of shared mental models on the relation between team learning behaviours and performance improvement

In this longitudinal study, we integrated a team process and a learning curve perspective on team learning and empirically analysed whether team learning processes lead to performance improvement. In addition, we tested whether this relation is moderated by the similarity of team members’ task, team, and temporal mental models. We tested our model on a sample of 67 teams (314 individuals) competing in a management simulation over five consecutive time periods, using random coefficient modelling (RCM). Our findings suggest that team learning behaviours do not have a direct effect on the team learning curve, but temporal and task mental models are crucial for the translation of team learning behaviours into performance improvement. We found that when teams have similar task and temporal mental models, engaging in team learning processes is beneficial, whereas, when teams have dissimilar task and temporal mental models, it is detrimental to performance improvement. We did not find a significant effect for the moderating role of team mental model similarity. Our study emphasizes the importance of integrating different perspectives on team learning and provides support for the role of team cognition as a catalyst for team learning.     

Goal setting in teams: The impact of learning and performance goals on process and performance

This study examined the impact of three alternative types of goals (specific learning, general “do your best” learning, and specific performance) on team performance. Eighty-four-person teams engaged in an interdependent command and control simulation in which the team goal and task complexity were manipulated. Contrary to research at the individual level, teams with specific learning goals performed worse than did teams with general “do your best” learning goals or specific performance goals. The negative effects of specific learning goals relative to general “do your best” learning goals and specific performance goals were amplified under conditions of increased task complexity and were explained by the amount of coordination in the teams.     

Association between substance use disorders and self- and other-directed aggression: An integrated model approach

Our study's objective is to determine whether substance use disorders’ association with aggression differs according to the type of substance and/or the form of aggression, within the same population. We used data from the National Survey on Drug Use and Health across 2008–2014, with a pooled sample of 270,227 adult respondents. We used regression models to estimate the odds ratios for those having alcohol and/or drug use disorder(s) perpetrating (a) each form of aggression compared with no aggression and (b) other-directed compared with self-directed aggression. Alcohol use disorder alone and drug use disorder(s) alone were both associated with significantly increased odds of committing self-directed, other-directed, and combined aggression. Individuals with drug use disorder(s) alone were more likely to commit other-directed than self-directed aggression (adjusted odds ratio = 1.46, 95% CI = 1.04–2.05). Individuals with alcohol use disorder alone were not likely to commit one over the other (adjusted odds ratio = 1.20, 95% CI = 0.90–1.61). In conclusion, the integrated model of aggression based on the stress–diathesis model is a relevant framework to study risk factors for aggression. Further research is needed to identify longitudinal predictors of directionality of aggression.     

Identification in the Self-Managing Organization Characteristics of Target and Tenure

This study examines the characteristics of worker identification with two targets at the same time: the workers' self-managing team and the larger organization that created the teams. We administered the Organizational Identification Questionnaire in such a way as to tap levels of identification with each target and used the results of an ethnographic study of the subjects to enhance our analysis. Our data suggest that workers identified more strongly with their team than with their company, particularly in terms of loyalty. In addition, long-term workers reported more identification with both their team and company than did short-term workers. The results support the assertion that a concertive (or team-based) system of control is more powerful, even if less obtrusive, than its bureaucratic predecessor.     

Validity of the Learning Process Questionnaire with students of lower academic attainment

The Learning Process Questionnaire was administered to 692 secondary school students (308 boys, 380 girls, and 4 unspecified) in the Philippines. The ages of the participants ranged from 14 to 22 years, with an average of 15 yr. An exploratory factor-analysis procedure was conducted for the entire sample, for the lower achievers (n = 333), and for higher achievers (n = 359). The factor structure of the Learning Process Questionnaire was uninterpretable with data obtained from students of lower academic achievement.     

Interactive Effects of Team and Task Shared Mental Models as Related to Air Traffic Controllers' Collective Efficacy and Effectiveness

We assessed the influence of task and team shared mental models (SMMs) on team effectiveness, as mediated by collective efficacy. Using a sample of 422 air traffic controllers representing 43 Navy teams from land-based towers, task SMMs exhibited a significant linear relationship with team effectiveness, whereas team SMMs did not. Moreover, the interaction of team and task SMMs was positively related to team effectiveness. Collective efficacy was found to mediate the relationship between task SMMs (but not team SMMs or their interaction) and team effectiveness. Results are discussed in terms of the complex nature of SMMs and team outcomes.     

How to Improve Your College Recruiting Program

In today's ever-changing business environment, teamwork has emerged as a requirement for success. As industry faces this paradigm shift, a formal team structure is emerging that goes beyond that proposed by previous selling/buying center researchers. Accordingly, a conceptualization of the functions and roles of these formalized selling and buying teams is proposed as a starting point for future investigations. The movement toward formal self-directed teams is explored, updated definitions of the selling and buying teams are proposed, and the functions and roles of each team are reviewed. Key constructs and organizational implications also are discussed.     

Communication and Performance in Co-Located and Distributed Teams: An Issue of Shared Mental Models of Team Members?

The aim of the present study was to test whether the shared mental models of team members have an effect on team performance, communication, and physical arousal in two distributed teams in pursuit of a common goal. A sample (N = 15) of newly formed navy teams was compared with a sample (N = 13) of seasoned navy teams. The results showed that familiar teams displayed higher performance levels, faster reaction times, more accuracy, and greater mission success compared to unfamiliar teams. A significant shift in communication strategy and physiological response (heart rate) was observed between the teams and from baseline to low workload. Implications for team training are discussed.     

Identifying With Winners: A Reexamination of Sport Fans’ Tendency to BIRG1

This investigation examined whether or not sport fans are more likely to identify with successful teams than unsuccessful teams. College students (N= 78) were asked to list the sport teams with which they identified in order of personal preference. Using numerous criteria and the teams’ performances during their previous season, participant‐listed teams were deemed as being successful or unsuccessful. The results showed that fans were more likely to identify with successful teams than unsuccessful teams. A positive relationship also was found between fan preference (favorite team) and the success of the team. Fans’ tendencies to bask in reflected glory (BIRG) suggest that these sport fan identities may be premeditated for self‐presentational benefits. These results are discussed in the context of social identity theory.     

Team learning: collectively connecting the dots

This article tests the degree to which personal and situational variables impact the acquisition of knowledge and skill within interactive project teams. On the basis of the literature regarding attentional capacity, constructive controversy, and truth-supported wins, the authors examined the effects of cognitive ability, workload distribution, Agreeableness, Openness to Experience, and structure on team learning. Results from 109 four-person project teams working on an interdependent command and control simulator indicated that teams learned more when composed of individuals who were high in cognitive ability and when the workload was distributed evenly. Conversely, team learning was negatively affected when teams were composed of individuals who were high in Agreeableness. Finally, teams using a paired structure learned more than teams structured either functionally or divisionally. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research.     

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.     

A structural examination of the Learning Experiences Questionnaire

The underlying factor structure of the Learning Experiences Questionnaire (LEQ; Schaub, 2004) was examined using data from 742 male and female college-age respondents. The LEQ items reflect a variety of learning experiences (generated based on Bandura's (1986, 1997) four sources of self-efficacy perceptions) that might occur in each of Holland's (1997) six RIASEC domains. The LEQ was expected to have a multi-dimensional factor structure, with dimensions representing both RIASEC context and learning experience type. A multi-trait multi-method framework was used to compare the relative fits of a series of models with different theoretically implied dimensionalities, estimated using confirmatory factor analysis. Results supported the proposed multi-dimensional structure. Results of follow-up tests of measurement invariance for men and women revealed that configural and partial factorial invariance held, implying that the LEQ measure functions similarly for men and women.     

Processes and outcomes of team learning

The objective of this study was to make a contribution to the question how team learning can be studied. A model of the constituting activities of the team learning process was articulated, and it was explored whether the learning activities relate to learning outcomes. The sample consists of 29 teams of business students who were assigned to fulfill an assignment for a company. We asked them to fill out a questionnaire at the start and at the end of this project. The teams' performance was rated. The relationships between the learning activities reported, the diversity in attitude towards the task, the amount of team learning, and the team's performance were explored. The propositions were partly supported by the data. Central conclusions are that a higher diversity in attitude towards the task is related to a higher experienced amount of learning and that in projects of short duration it is especially storing and retrieving that leads to higher team performance.     

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.     

The Influence of Change-Oriented Leadership and Psychological Safety on Team Learning in Healthcare Teams

Purpose

Researchers have identified team learning as an important predictor of team performance. In healthcare organizations, it is especially critical for care quality and hospital performance that teams engage in learning behaviors to reduce errors and improve service effectiveness. The main objective of this study is to examine the role of change-oriented leadership in the learning process and outcomes of healthcare teams.

Design/Methodology/Approach

The sample comprises a total of 698 healthcare professionals working in 107 teams at different public hospitals throughout Spain. Members of teams were invited to participate voluntarily by completing an anonymous individual questionnaire.

Findings

The results show a mediating effect of team learning on the relationship between change-oriented leadership and team performance and psychological safety and team performance.

Originality/Value

Our study contributes to the literature by investigating the role of change-oriented leadership in facilitating team learning behaviors. Moreover, this study advances our understanding of the mediators of the relationship between team leadership and outcomes by testing to assess whether specific change-oriented leader behaviors nurture psychological safety, team learning and, therefore, performance.

     

The Logic of Team Reasoning

Abstract

Orthodox decision theory presupposes that agency is invested in individuals. An opposing literature allows team agency to be invested in teams whose members use distinctive modes of team reasoning. This paper offers a new conceptual framework, inspired by David Lewis's analysis of common reasons for belief, within which team reasoning can be represented. It shows how individuals can independently endorse a principle of team reasoning which prescribes acting as a team member conditional on assurance that others have endorsed the same principle. It argues that there can be such assurance even when no individual has an obligation to act on team reasoning.