Team Performance Management: Volume 24 Issue 1/2

Collaboration time influences information-sharing at work

Karin S. Moser, Juliane E. Kämmer

Different lengths of collaboration with colleagues at work is a central feature of modern working life, and even more so in a work environment that is increasingly project focused…

Team-bonding and team-bridging social capital: conceptualization and implications

Jing Han

The paper aims to propose a conceptualization of two types of team social capital: team-bonding and team-bridging social capital. Throughout the conceptual effort, the paper…

Clean up your network: how a strike changed the social networks of a working team

Kirsten Thommes, Agnes Akkerman

This paper aims to analyse the impact of an intra-team conflict on the social relations within a team. The team conflict was triggered by a strike action which separated the team…

MTS coordination in practice: micro-level insights to increase MTS performance

Julia Wijnmaalen, Hans Voordijk, Bas Rietjens

This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions…

Innovation and cross-functional teams: Analysis of innovative initiatives in a Brazilian public organization

Daniel Marasquini Stipp, Márcio Lopes Pimenta, Daniel Jugend

The aim of this paper is to characterize how innovation may happen through cross-functional teams (CFT) in an organization of the public sector.

Multilevel influences of team identification and transactive memory on team effectiveness

Estelle Michinov, Jacques Juhel

The purpose of this study was to examine the mediating effect of transactive memory between team identification and two outcomes of team effectiveness (i.e. team member…