Arwen H. DeCostanza, Katherine R. Gamble, Armando X. Estrada and Kara L. Orvis
Unobtrusive measurement methodologies are critical to implementing intelligent tutoring systems (ITS) for teams. Such methodologies allow for continuous measurement of team states…
Abstract
Unobtrusive measurement methodologies are critical to implementing intelligent tutoring systems (ITS) for teams. Such methodologies allow for continuous measurement of team states and processes while avoiding disruption of mission or training performance, and do not rely on post hoc feedback (including for the aggregation of data into measures or to develop insights from these real-time metrics). This chapter summarizes advances in unobtrusive measurement developed within Army research programs to illustrate the variety and potential that unobtrusive measurement approaches can provide for building ITS for teams. Challenges regarding the real-time aggregation of data and applications to current and future ITS for teams are also discussed.
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Jamie B. Severt and Armando X. Estrada
Group cohesion is among the most researched constructs linked to team effectiveness, and performance (Rosh, Offermann, & Van Diest, 2012). While meta-analytic evidence has…
Abstract
Group cohesion is among the most researched constructs linked to team effectiveness, and performance (Rosh, Offermann, & Van Diest, 2012). While meta-analytic evidence has established strong linkages between cohesion and performance (e.g., Beal, Cohen, Burke, & McLendon, 2003), the functions and structure of cohesion have received limited attention within this literature. In this chapter, we begin to address this gap in the literature by reviewing extant knowledge regarding the structural and functional properties of cohesion to introduce an integrative framework of the function and structure of cohesion. Our framework is designed to address two key questions: (1) Why are groups cohesive – that is, what function(s) does cohesion serve for an individual and/or groups? and (2) What are the elemental forms of cohesion within groups – that is, what is the structure of cohesion within teams? Our integrative framework posits that cohesion serves two main functions within groups: an affective and an instrumental function. These functions serve to characterize the structure of cohesion into four conceptually related but distinct facets that include interpersonal and group belongingness; and social and task elements of cohesion. Furthermore, we specify that these elemental facets occur both horizontally (among individuals with similar standing within groups) and vertically (among individuals with different standing within the groups). We discuss advantages and disadvantages of our framework and conclude with implications for research and practice.
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Gia A. DiRosa, Armando X. Estrada and Arwen H. DeCostanza
Although existing research on cohesion provides a robust understanding of the emergent phenomenon in small groups and teams, our comprehension of cohesion at the multisystem (MTS…
Abstract
Although existing research on cohesion provides a robust understanding of the emergent phenomenon in small groups and teams, our comprehension of cohesion at the multisystem (MTS) level is quite limited. The simultaneous within- and between-team functioning inherent in MTSs produces more intricate dynamics than those observed at the team level. This added layer of complexity requires that many familiar team constructs, including cohesion, be systematically re-conceptualized and empirically examined through the lens of MTS theory (DeChurch & Zaccaro, 2010; Hackman, 2003). The present research addresses this gap by extending the conceptualization of team cohesion to the interteam level, and empirically investigating how cohesion functions across levels in a collective network of teams. Results from preliminary research suggest that intrateam and interteam cohesion share a curvilinear relationship with one another, while simultaneously interacting to affect overall system-level outcomes. This research not only illuminates the complexities associated with emergent phenomena in MTSs, but also serves as a starting point for continued, systematic research of the multilevel cohesive bonds that characterize MTS functioning.
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Dr Sumedha Dutta, Asha Thomas, Atul Shiva, Armando Papa and Maria Teresa Cuomo
Given the workplace’s reinvention to accommodate the global pandemic’s novel conditions, knowledge hiding (KH) behaviour in knowledge-intensive organisations must be examined from…
Abstract
Purpose
Given the workplace’s reinvention to accommodate the global pandemic’s novel conditions, knowledge hiding (KH) behaviour in knowledge-intensive organisations must be examined from a fresh perspective. In this context, the relationship between workplace ostracism (WO) as KH’s antecedent and quiet quitting (QQ) as its consequence is undertaken via the mediating role of KH behaviour among knowledge workers (KWs).
Design/methodology/approach
Through stratified sampling, data from 649 KWs is obtained to test the model. Partial least squares structural equation modelling (PLS-SEM) using SMART-PLS 4.0. software establishes a significant influence of WO on KH and QQ. KH significantly mediates the relationship between WO and QQ, highlighting its critical intermediary role PLSPredict evaluates the model’s predictiveness. WO and KH’s effects on QQ are examined using necessity logic by collectively applying PLS-SEM and necessary condition analysis (NCA).
Findings
The model wherein WO plays a significant role in increasing KH and QQ, with KH as a partial mediator in the relationship, has high predictive relevance. Moreover, NCA confirms WO as the key predictor variable that provides variance in QQ, followed by KH. The Importance-performance map analysis technique supports the study’s managerial implications.
Originality/value
This study enriches QQ’s emerging literature by empirically identifying its antecedents-WO and KH. Methodologically, this paper gives a model for using PLS-SEM and NCA together in relation to QQ by identifying WO as its necessary condition. Evidence of selected constructs’ interrelationships may help organisations draft leadership programmes to curtail KH and QQ behaviour.