J.H. von Eije, M.C. de Witte and A.H. van der Zwaan
Mainstream literature on long‐term performance of initial public offerings focuses on long‐term underperformance. Because underperformance is an anomalous phenomenon, many authors…
Abstract
Mainstream literature on long‐term performance of initial public offerings focuses on long‐term underperformance. Because underperformance is an anomalous phenomenon, many authors search for explanations based on financial market imperfections. More recently, however, the attention shifts from underperformance to long‐term performance in general. This induces the search for other than financial market imperfections in explaining under‐ or outperformance. This article presents the idea that in many companies the preparation for the IPO and the IPO itself may bring organizational change. It searches for IPO‐related organizational change in The Netherlands with interviews of Dutch corporate officers. The research shows that an IPO primarily changes financial management and financial reporting, but that other types of organizational change may also be relevant. Moreover, long‐term stock market performance was on average higher in companies where IPO‐related organizational changes were reported than in companies where the changes were not reported.
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A.H. van der Zwaan, J.H. von Eije and M.C. de Witte
In a sample of 28 Dutch IPOs we looked for the organizational and human resource changes that accompany the transformation from a private into a public firm. We observed a growing…
Abstract
In a sample of 28 Dutch IPOs we looked for the organizational and human resource changes that accompany the transformation from a private into a public firm. We observed a growing efficiency climate and accountability drives, as well as a relationship between financial participation and performance, as recent literature seems to imply. This suggests that HR and IPO are related to each other, under the transparency and accountability imperatives that accompany IPOs. In contrast to most other IPO studies, the average Dutch case featured over‐ instead of under‐performance during the first few years after quotation.
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Ben S. Kuipers, Marco C. De Witte and Ad H. van der Zwaan
In this paper, we will show that the debate between advocates of lean production and the socio‐technical approach has concentrated too much on the design aspect of the production…
Abstract
In this paper, we will show that the debate between advocates of lean production and the socio‐technical approach has concentrated too much on the design aspect of the production structure, while neglecting the development aspect of teamwork. This paper addresses the question whether it is production design or team development that explains business performance and the quality of working life. The data are taken from four departments of the Volvo truck plant in Umeå (Sweden) that is redesigning from socio‐technical based assembly to line‐assembly. We conclude that good design of the production structure is necessary, but not sufficient for good performance; team development is just as important, although it requires a favorable context.
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Iris A.G.M. Geerts, Joyce J.P.A. Bierbooms and Stefan W.M.G. Cloudt
This two-part study aims to contribute to the body of knowledge on team development by examining the development of self-managing teams (SMTs) in healthcare. Based on an…
Abstract
Purpose
This two-part study aims to contribute to the body of knowledge on team development by examining the development of self-managing teams (SMTs) in healthcare. Based on an exploration of the team development literature, a perspective on SMT development was created, which suggested that SMTs develop along a non-sequential pattern of three processes–team management, task management and boundary management and improvement–that is largely the result of individual, team, organizational and environmental-level factors.
Design/methodology/approach
The perspective on SMT development was assessed in a Dutch mental healthcare organization by conducting 13 observations of primary mental healthcare SMTs as well as 14 retrospective interviews with the self-management process facilitator and advisors of all 100 primary mental healthcare SMTs.
Findings
Empirical results supported the perspective on SMT development. SMTs were found to develop along each of the three defined processes in a variety or possible patterns or simultaneously over time, depending on many of the identified factors and three others. These factors included individual human capital, team member attitudes and perceived workload at the individual level, psychological safety, team turnover, team size, nature of the task and bureaucratic history at the team level, and management style and material and social support at the organizational level.
Practical implications
This study provides a non-sequential model of SMT development in healthcare, which healthcare providers could use to understand and foster SMTs development. To foster SMT development, it is suggested that cultural change need to be secured alongside with structural change.
Originality/value
Even though various team development models have been described in the literature, this study is the first to indicate how SMTs in the healthcare context develop toward effective functioning.
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Team concepts do not necessarily include both of the following important facts: implementing team work leads to shifts in traditional supervisory relations; and these shifts bring…
Abstract
Purpose
Team concepts do not necessarily include both of the following important facts: implementing team work leads to shifts in traditional supervisory relations; and these shifts bring about a need to ensure that teams have the requisite skills. The lack of either of them may cause empowerment to get unspecified interpretations and breadth. This paper aims to stress the need of specified empowerment both as a part of skill structure and as a part of the concept of a suitable team.
Design/methodology/approach
In this paper two well‐known concepts of management and leadership – the idea of Katz and the division constructed by Kotter – are addressed as tools to open the backgrounds of teams. The paper constructs a background for empirical investigations.
Findings
It is useful to assure the skill structure especially during and after shifts within changes which happen in team organizations. The division into management and leadership tasks, combined with the idea of skills needed at several management levels: offers a fruitful background to address the need of different skills in teams. Also finds that it is argued how unspecified empowerment can establish an obstacle to the success with teams.
Originality/value
This paper contributes to developing tools for considering explanations for failures of teams.
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Jeffrey Boon Hui Yap, Wen Jie Leong and Martin Skitmore
Teamwork in the construction industry has attracted much attention from both academic and industrial circles. Most importantly, improving team effectiveness will increase the…
Abstract
Purpose
Teamwork in the construction industry has attracted much attention from both academic and industrial circles. Most importantly, improving team effectiveness will increase the likelihood of successful project delivery. Recognising the factors influencing team dynamics is important for enhanced team performance.
Design/methodology/approach
Based on a detailed literature review, a survey questionnaire containing 10 aspects and 25 attributes of teamwork relevant to construction is used to collect feedback from Malaysian construction practitioners from client, consultant and contractor organisations to prioritise these hypothesised variables. The data are then subjected to reliability analysis, descriptive statistics (means, standard deviations, and frequencies), a one-sample t-test, the Kruskal–Wallis ANOVA and exploratory factor analysis.
Findings
The significance of these aspects and attributes is then presented. The three most crucial aspects are “project performance”, “decision-making capability” and “problem-solving ability”. The most influential attributes are “effective communication between project team members”, “efficient team leadership”, “well-defined team responsibilities and roles”, “clear team goals and objectives” and “good collaboration between all project leaders”. The Kruskal–Wallis ANOVA reveals five attributes having statistically significant differences with respect to company size, namely “clear team goals and objectives”, “commitment to the project”, “adequate resources”, “team or task processes” and “creativity and innovation”. Six underlying dimensions are found, comprising (1) participative engagement and task commitment; (2) team responsibility structure and accountability; (3) culture of trust and respect; (4) leader's skills and abilities; (5) top management support; and (6) synergic working environment.
Practical implications
The identification of these dimensions for team effectiveness provides rigorous basis for formulating useful team-building strategies for integrating a collaborative environment among project stakeholders and consequently improving project performance.
Originality/value
This paper bridges the identified knowledge gap concerning the dimensionality of teamwork attributes in construction-based setting and adds to existing knowledge of how team effectiveness can be leveraged to improve project performance in the construction management literature.
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This paper attempts to find out how the decade that team members enter the workforce as well as management or leadership emphasis influences different images of supervisors…
Abstract
Purpose
This paper attempts to find out how the decade that team members enter the workforce as well as management or leadership emphasis influences different images of supervisors. Certain features of management discussion prevalent during the past decades are used as instruments in addressing the contributing research question: what is still expected from management and leadership?
Design/methodology/approach
In this paper the division constructed by Kotter – management and leadership are connected and the decade that team members enter the workforce – are addressed as tools to open the problems in teamwork. The paper includes a preliminary empirical study in a timber procurement organization and ideas for further investigations.
Findings
Team member who are not the same age have different images pf supervisors. Hence, they wait partly for different actions within team organization. Though HRM issues seem to be included in supervisors' duties in every decade, for example encouraging and career‐development matters do not appear until the 1980s. Furthermore, different kinds of computer‐aided control systems are not able to respond to quick changes and uncommon situations relating to everyday duties. The image of supervisors that workers take for granted must be taken into consideration during the changes and shifts between responsible actors.
Originality/value
This paper contributes to clear advice for age‐management and to research questions for considering explanations for problems of teams.
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Deepakshi Jaiswal and Akansha Tyagi
This study aims to provide a holistic model for high performance work practices (HPWPs), work engagement (WE), job autonomy (JA) and service innovative behavior (SIB) of employees…
Abstract
Purpose
This study aims to provide a holistic model for high performance work practices (HPWPs), work engagement (WE), job autonomy (JA) and service innovative behavior (SIB) of employees in hotel industry, taking social exchange theory as the base of the study. The present study examined the effect of HPWPs on hotel employees’ SIB, mediated by WE. This study further examined the moderating role of JA on the relationship between WE and SIB.
Design/methodology/approach
The study was conducted in both the Garhwal and Kumaon Himalayan regions, Uttarakhand state, India. Using convenience sampling method and standardized questionnaire, data were collected from 384 employees working in 32 hotels and relationships were tested using Hayes’ method of regression analysis.
Findings
The findings of the study revealed that WE mediated the relationship between HPWPs and SIB. Furthermore, it was observed that JA acted as a moderator between WE and SIB.
Research limitations/implications
The responses were collected from the hotels of Uttarakhand region only, so the future studies may be carried out in other industries such as banking, automobile, IT, call centers, etc., as well as in some other region also.
Originality/value
The present study has made some crucial contributions to the existing literature and knowledge base. The study of different variables has been tested in western countries, but this integrated model is the first of its kind, which was tested in Indian context, i.e. Indian hotel employees, especially in Uttarakhand, India, that has completely different work settings/environment as compared to the western countries.
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Ika Nurul Qamari, Augusty Tae Ferdinand, Christantius Dwiatmadja and Ahyar Yuniawan
This paper aims to present a conceptual model of transformative interaction capability (TIC) to fill the research gap between the quality of work–life (QWL) and teamwork…
Abstract
Purpose
This paper aims to present a conceptual model of transformative interaction capability (TIC) to fill the research gap between the quality of work–life (QWL) and teamwork performance (TP). Statistical testing in the study used four variables, namely, QWL, TIC, team resilience (TR) and TP.
Design/methodology/approach
A conceptual model was developed and empirically tested through a survey. The 240 respondents in this study were made of supervisors, managers, directors and strategic staffs who were a part of new product development teams in service business companies. Note that there were banking, printing, publishing, training, financial institutions, outsourcing, projects and event organizing companies involved in this research. These companies were based in the Special Region of Yogyakarta and Province of Central Java Indonesia.
Findings
The research adapted the time interaction performance (TIP) theory, a theory of groups. It revealed that TIC was inserted in the research model. It was to mediate the influence of QWL on TP. Furthermore, the Sobel test results showed that TIC was a mediator of QWL and TP and was pertinent in improving TP.
Research limitations/implications
The three limitations of this study are as follows: first, the survey was conducted only in the service business industry in the Special Region of Yogyakarta and Province of Central Java, Indonesia; second, as this study focuses on TIC as the main mediator, it does not consider variables from other theories such as dominant logic service theory and social exchange theory; third, this research survey only captures the perception of the team.
Practical implications
From a practical perspective, the relationship between QWL, TIC and TP provides clues about how companies can pursue QWL to encourage TIC, which, in turn, affect TR and improve TP.
Originality/value
Using a theory of the TIP approach and theory of groups, the study proposing the concept of TIC can potentially improve TP.
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The aim of this paper is to address teams as substitutes for leadership. The article makes use of juridical foundations as a normative basis for addressing substitutes for…
Abstract
Purpose
The aim of this paper is to address teams as substitutes for leadership. The article makes use of juridical foundations as a normative basis for addressing substitutes for leadership. Together with the means of management and leadership, the juridical foundations constitute the background for defining sufficient and good supervisory work, which is used as an assistant instrument in addressing the research question: can teams act as substitutes for leadership?
Design/methodology/approach
In this article, substitutes for leadership theories are used to analyze the status of teams. The article includes a preliminary empirical study in a timber procurement organization and ideas for further investigations are provided.
Findings
Teams often do not act as internal supervisors or as sources of feedback and incentives, even though they are expected to do so. Some team members experience feelings of abandonment. Although planned as substitutes or supplements, teams can instead become neutralizers.
Originality/value
This paper contributes to recognizing the status of teams and to research questions concerned with explanations for the problems of teams.