共查询到20条相似文献，搜索用时 15 毫秒
1.
Ben. S. Kuipers Janka I. Stoker 《International Journal of Human Resource Management》2013,24(2):399-419
Several theories have been developed that prescribe the team development of self-managing work teams (SMWTs). Some of these have led to models with successive linear developmental phases. However, both the theory and the empirical data show little support for these models. Based on an extensive review of team development literature, we propose, instead of linear phases, describing team development in three general team processes. These processes, internal relations, task management, and external relations and improvement, were empirically explored in a longitudinal field-study of more than 150 blue-collar and white-collar SMWTs in a Volvo plant in Sweden. The three processes were found to be consistent over time and appeared to relate to one-year-later objective SMWT performance measures for product quality, the incidence of sick-leave and long-term sick-leave. Based on these findings, a result-oriented team development approach is proposed, in which the achieved results determine the processes followed to develop SMWTs further. Also, managers and HR practitioners are encouraged to monitor the three ongoing team processes and to relate these to the desired team performance. Such an analysis should be the starting point of a dialogue between manager and team to improve the functioning and performance of SMWTs. 相似文献
2.
Machiel Bouwmans Piety Runhaar Renate Wesselink Martin Mulder 《International Journal of Human Resource Management》2019,30(5):856-878
AbstractTeams of teachers are increasingly held accountable for the quality of education and educational reforms in vocational education and training institutions. However, historically teachers have not been required to engage in deep-level collaboration, thus team-oriented HR practices are being used to promote teamworking in the sector. This paper examines the relationship between team-oriented HR practices and team performance in terms of innovation and efficiency via teachers’ affective team commitment and engagement in information processing. To examine these associations, a team-oriented HRM research instrument was developed and validated based on the ability-motivation-opportunity model (N = 970, 130 teams) and hypothesised associations were examined using multilevel structural equation modelling (N = 704, 70 teams). The results show positive relationships between the team-oriented HR practices of recruitment, team development, team evaluation and teamwork facilitation, and team innovation. Additionally, all practices except team development were positively related to team efficiency. The relationships between team-oriented HR practices and these team performance indicators were often partially or fully mediated by affective team commitment and information processing. Because affective team commitment and information processing sometimes only partially mediated the links between team-oriented HR practices and team performance, other underlying mechanisms await identification. 相似文献
3.
Multidisciplinary teams are increasingly advocated for in healthcare policy consequent to their capacity to develop innovative solutions to seemingly intractable service and care challenges. Recent arguments that inspirational leadership styles may foster innovation in multidisciplinary teams point to their potential value in this effort. However, inconsistency in the capacity of such leaders to engender innovation highlights the need to understand the mechanisms and boundary conditions that determine when such leadership generates positive effects. We argue that follower positive mood acts to mediate the path between inspirational leadership and innovation and may account for its variable effects. By increasing positive team mood, inspirational leaders can potentially bring about more flexible thinking and enhance innovation but can also increase reliance on less effortful information processing, undermining innovative potential. In an effort to address the dilemma posed by these contrasting effects, we propose that professional salience acts as an important boundary condition of this relationship such that only when profession is salient do inspirational leaders enhance multidisciplinary team innovation through positive mood. An analysis of survey data from 60 UK‐based multidisciplinary healthcare teams, investigating the inspirational leadership of practice‐based innovation, supports our moderated mediation model. Finally, the implications for HRM are considered, specifically for leader development and work team design. 相似文献
4.
Hartmut Haas 《International Journal of Human Resource Management》2013,24(15):3105-3113
Teams have become increasingly multinational in many sectors. The impact of national diversity on team performance is, however, controversial. On the one hand, multinational teams may have access to a greater variety of task-relevant expertise, which should increase the team performance. On the other hand, national diversity may complicate team collaboration and increase team conflict. Applying panel econometrics to 4284 team observations in a globalized sector, we find evidence that multinational teams perform worse than teams with less national diversity. 相似文献
5.
Affective tones abound in work teams. Drawing on the affect infusion model and social identity theory, this study proposes that team affective tone is related to team performance indirectly through team identification and team cooperation. Data from 141 hybrid‐virtual teams drawn from high‐tech companies in Taiwan generally supported our model. Specifically, positive affective tone is positively associated—while negative affective tone is negatively associated—with both team identification and team cooperation; team identification is positively associated with team cooperation; and team cooperation is positively associated with team performance. Managerial implications and limitations are discussed. © 2016 Wiley Periodicals, Inc. 相似文献
6.
团队多元性是近20年来组织行为学中研究的热点问题,引起了国内外学者的广泛关注。文章在国内外相关理论基础上,介绍了团队多元性的概念、维度与测量方法,评述了团队多元性对团队行为的影响,对未来的研究提出一些建议。 相似文献
7.
《International Journal of Human Resource Management》2012,23(14):2975-2994
Using longitudinal data from a graduate course (with 97 students grouped into 18 teams) we analyze the emergence of collaborative working patterns and the influence of personal traits on team performance and individual team member satisfaction. We find a positive effect of global centrality measures on individual satisfaction, while local centrality measures did not have a significant impact. Moreover, our results indicate that the aggregation of power within working teams is detrimental for team performance. When some individuals are in a position that allows them to exert power over others, the performance of teams suffers. On the contrary, betweenness centralization, which could enable some people to broker information across unconnected actors, could actually be beneficial for teams and increases overall performance. We conclude that combining information on team demographics and social networks might allow inferences into why certain teams perform better than others and into which areas human resource measures should be directed to improve team performance. 相似文献
8.
研发团队的团队绩效直接影响我国自主创新和经济结构转型。文章在回顾文献的基础上对团队多元性和团队绩效分别提出4个维度进行研究,并通过212份有效问卷的数据分析,采用SPSS统计工具做实证研究。结果表明,研发团队多元性的各个维度对团队绩效的各个维度分别有不同程度的影响。 相似文献
9.
团队多元性是近20年来组织行为学中研究的热点问题,引起了国内外学者的广泛关注。文章在国内外相关理论基础上,介绍了团队多元性的概念、维度与测量方法,评述了团队多元性对团队行为的影响,对未来的研究提出一些建议。 相似文献
10.
Using a field experiment, we investigate the impact of working in a diverse team on team and individual performance. We find no short‐term effect of team diversity on team performance, but a positive (albeit small) effect on subsequent individual performance. In the latter case, it is diversity in terms of nationality which matters, not diversity in terms of gender or ability. Our results suggest that the gains from asymmetries in work teams are assimilated by individuals. 相似文献
11.
研发团队的团队绩效直接影响我国自主创新和经济结构转型。文章在回顾文献的基础上对团队多元性和团队绩效分别提出4个维度进行研究,并通过212份有效问卷的数据分析,采用SPSS统计工具做实证研究。结果表明,研发团队多元性的各个维度对团队绩效的各个维度分别有不同程度的影响。 相似文献
12.
文章从高效团队的定义入手,在高效团队的共同特征分析的基础上,从团队内、外部两方面因素对如何建立高效团队进行了探讨。 相似文献
13.
In the late twentieth century, it is popular to research the effect of participative goal setting. The general conclusion is that the relationship between participation and performance is inconsistent and unclear at individual level. With team becoming a more dominant mode in organizing, motivating, and managing, it is worthwhile to investigate the effect of participation in team goal setting. This study aims to test the mediating effect of psychological empowerment (PE) on the relationship between participative team goal setting and team identity and team performance. Executive MBA students (371) in 75 groups from China Europe International Business School in China participated in the study. The data from Business Strategy Game and questionnaire found positive relationship between participative team goal setting and team identification, and team performance is partially mediated by PE. Implications for the goal-setting theory and practice are discussed, and future research directions offered. 相似文献
14.
Extending theory on faultlines and subgroups, we argue that faultlines splitting a team into homogeneous subgroups can have different effects on team members' individual performance, depending on different intra‐subgroup processes. Specifically, we propose that the effect of faultline strength on individual performance depends on whether a team member's subgroup includes the team leader. Building on the notion of faultline triggers, we further propose that organizational crises exacerbate this interaction because they make social support by the team leader especially important. We tested these assumptions with objective performance data collected over a period of four years from 3263 financial consultants (325 teams) while controlling for the effects of relational demography. Results showed that in teams with strong faultlines, consultants' performance decreased to a lesser extent in crisis years if the consultants shared a subgroup with their team leader. Thus, faultlines had different effects on team members from different subgroups. 相似文献
15.
16.
Jun He 《Project Management Journal》2012,43(3):62-75
This study focuses on a behavioral perspective to examine the detrimental effects of free‐riding on team performance, and investigates team morale as a key factor that counteracts the tendency of free‐riding among team members. Results of the empirical test imply that enhancing team morale can effectively reduce the scale of free‐riding behavior in project teams; in addition, controlling team size also provides help to constrain the undesired behavior. The two means can be carefully applied to project management during early stages of project development before the commitment of significant resources. Implications for both research and team practices are discussed. 相似文献
17.
Charlotta Sirén Vivianna Fang He Henrik Wesemann Zoe Jonassen Dietmar Grichnik Georg von Krogh 《Journal of Management Studies》2020,57(5):931-961
This study advances a theory of how different aspects of emotion regulation influence individual leader emergence in the intensely emotional context of nascent venture teams. Despite the growing amount of research on the role of leadership in the entrepreneurial process, the emergence of leaders in nascent venture teams has rarely been explored. Drawing on theories and research on leadership emergence and emotion regulation, we argue that the two aspects of emotion regulation (i.e., reappraisal and suppression) exert opposite effects on the degree to which nascent venture team members come to perceive an individual as a leader. We also theorize that team emotions arising from affective events moderate the relationship between reappraisal and leader emergence in such teams. Data from 103 nascent venture teams without prior leaders show a negative relationship between individuals’ trait disposition to suppress emotions and their emergence as leaders, and a positive relationship between their trait disposition to reappraise emotions and their emergence as leaders. Moreover, we find that negative team emotions magnify the positive association between reappraisal and leader emergence, while positive team emotions mitigate it. We discuss the implications of our findings for the literature on entrepreneurial leadership, entrepreneurial emotions, and leadership in general. 相似文献
18.
Ben S. Kuipers Marco C. de Witte 《International Journal of Human Resource Management》2013,24(2):185-201
The most popular model of team development in Dutch socio-technical literature is a linear approach, which states that teams develop in four successive phases. A method for defining the particular phase a team is in was developed a number of years ago and was recently used in a large-scale survey at Volvo's cab manufacturing plant in Umeå (northern Sweden). Thirty-seven semi-autonomous teams were studied at this plant during a seven-month period. This paper examines the development of the teams and addresses the effects of team development on overall team performance. The aspect of team development was correlated to both performance in terms of quality of working life (QWL) and business performance (BP), which is an empirically unexplored field within team literature. The linear phase approach of team development could not be proved. Nevertheless, teams were found to develop in four important areas, with each aspect significantly affecting team performance. 相似文献
19.
Tonya M. Peterson 《Project Management Journal》2007,38(4):60-69
Stimulating team member performance requires a project manager to harness many different interpersonal skills. The level of enthusiasm applied toward project efforts has a direct impact on the project results. Because motivation can inspire, encourage, and stimulate individuals to achieve common goals through teamwork, it is in the project manager's best interest to drive toward project success through the creation and maintenance of a motivating environment for all members of the team. 相似文献
20.
杨妮 《中小企业管理与科技》2020,(2):132-134
现阶段,服务型领导力在社会中的作用愈渐突出、影响的范围愈广,主要表现在积极的领导力能给企业发展带来积极影响,有效调节领导和员工之间的关系,发挥着调节团队内良性竞争氛围的重要作用。即服务型领导力差异越小,团队的绩效水平会越高,团队成员越团结。论文就服务型领导力差异对团队绩效的影响进行了探讨。 相似文献