Positive Affect Mediates the Relationship Between Self-efficacy and Innovative Behavior in Entrepreneurs

Innovativeness is one of the crucial factors allowing companies to grow, and innovative behavior of entrepreneurs is an important source of firm innovativeness and business success. This study aims to better understand self-regulatory mechanisms stimulating the innovative behavior of entrepreneurs. We have tested the mediation model in which work-related affect (enthusiasm, comfort, anxiety, and depression) mediates the relationship between work self-efficacy and innovative behavior. A longitudinal study with three measurement times was conducted on a sample of entrepreneurs–business owners. The mediation analysis with bias-corrected bootstrapping method confirmed that the relation between work self-efficacy and innovative behavior of entrepreneurs is mediated by their work-related positive affect—comfort and enthusiasm—but not by negative affect.     

Team tenure and team performance: A meta-analysis and process model

Team tenure is a key component of models of team effectiveness. However, the nature of the relationship between team tenure and team performance is unclear due to underdeveloped theory on the nature of team tenure, various unintegrated theoretical conceptualizations of team tenure, and mixed empirical findings. Further, there is a lack of theory as to the intervening team processes and emergent states that account for the “black box” of the team tenure–team performance relationship. Accordingly, we conducted meta-analyses of the relationships of team tenure with team processes and performance. Our results, based on 622 effect sizes reported in 169 studies, show that team tenure, conceptualized as additive team tenure, collective team tenure, and team tenure dispersion, is positively related to team performance. Relative weights analysis found additive team tenure to be a relatively more important predictor of team performance than collective team tenure or team tenure dispersion. We found that team cognition, motivational-affective states, and behavioral processes mediate the relationships of additive team tenure, collective team tenure, and team tenure dispersion with team performance, respectively. We discuss the implications of these findings for research and practice.     

Translating External Knowledge to Team Creativity in Turbulent Environments: The Role of Absorptive Capacity and Knowledge Integration

In seeking to understand factors contributing to team creativity in dynamic environments, we explored the role of external knowledge search on team creativity through absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 96 teams involving 421 employees in China. Results demonstrated that external knowledge search related positively to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, environmental dynamism played a moderating role in the relation between external knowledge search and absorptive capacity, as well as in the relation between external knowledge search and knowledge integration. We discussed the implications of these findings for research and practice.     

Analyse interlocutoire d’une plainte exprimée par une équipe mobile de soins palliatifs

This article points out the merits of conducting an interlocutory analysis of a group meeting held between two administrations of a questionnaire. Here, the Company Climate Questionnaire was filled out individually by the members of the group before and after the meeting. Changed attitudes toward the supervisory staff were observed after the discussion. All participants were members of a mobile palliative care team at a university hospital. The verbal interaction analysis allowed us to identify the collaborative facet of the complaint that surfaced, and to determine what inter - subjective processes arising during the group discussion triggered the expressed changes of opinion.     

A Multilevel Analysis of the Relationship between Shared Leadership and Creativity in Inter‐Organizational Teams

An inter‐organizational team, which consists of diverse members from different organizations to conduct an initiative, has been widely treated as a critical method to improve organizational innovation. This study proposes a multilevel model to test the relationship between shared leadership and creativity at both team‐ and individual level in the context of inter‐organizational teams. Multisource data were collected from 53 inter‐organizational teams. We obtain the following findings: first, shared leadership is positively related to both team creativity and individual creativity via knowledge sharing. Second, task interdependence positively moderates the relationship between shared leadership and knowledge sharing. Third, task interdependence positively moderates the relationship between knowledge sharing and team creativity, but does not moderate the relationship between knowledge sharing and individual creativity. We discuss the theoretical and practical implications of the findings.     

Teamwork and flow proneness mitigate the negative effect of excess challenge on flow state

Flow theory postulates that flow experience is the most intense under high-challenge/high-skill conditions, whereas an excess of challenge is aversive. This study explores potential moderators that may offset the negative impact of overly high challenge on flow state. The literature suggests that a situational factor, teamwork, and a dispositional factor, flow proneness, may moderate the relationship between challenge and flow state. We tested these moderators with Hong Kong Chinese students whose optimal condition for experiencing flow was biased toward low-challenge/high-skill. A total of 128 participants played puzzles in three challenge levels both alone and in pairs. Although challenge level was negatively associated with flow state, dyadic (team) game (compared with solitary game) and flow proneness mitigated the negative relationship between challenge and flow state. These findings shed light on factors that promote enjoyment in challenging activities even among people in cultures that are prudent about challenges.     

The role of team and sport social contexts: Are three-level models needed in studies of sport conduct?

In this work, I examined how variation in sport conduct is allocated across the three different levels (i.e., athlete, team, and sport) in order to consider how the team and sport environment might contribute to athletes' sport conduct. Specifically, three-level models were utilized for sportspersonship, technical and mental gamesmanship, and instrumental aggression to examine whether there is unique variance due to sport and team clustering with athletes (N = 1412) nested within teams (J = 92) that are in turn nested within sports (K = 17). Results showed that clustering due to sport accounted for unique variance above and beyond team clustering. However, sex and invasion team sport explained most of the sport-level variance. The implication is that it is important to account for the sport clustering. However, when accounting for the sport-level clustering is not feasible, controlling for sex is necessary at the very least.     

When and why hierarchy steepness is related to team performance

This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.     

Antecedents and Consequences of Creativity in Teams: When and How Leader Humility Promotes Performance via Team Creativity

The antecedents of team creativity and their effects on team task performance are explored in this study, with a particular focus on how leader humility promotes team creativity and when team creativity can be converted into performance. Hypotheses were tested via a multiple-source and time-lagged study with 341 employees and 104 teams from five different organizations in China. The results showed that leader humility promotes team creativity through team creative efficacy, and leader conscientiousness moderates this indirect effect. Furthermore, team creativity is more positively related to team task performance when teams are more future oriented. The theoretical contributions and management significance of these findings are discussed, followed by a discussion of limitations and directions for future research.