Narciso Antunes, Ana Simaens and Patrícia Costa
This research aims to investigate post-forest fire perceptions of businesses towards the environment as a stakeholder. Through interviews with affected businesses, the authors aim…
Abstract
Purpose
This research aims to investigate post-forest fire perceptions of businesses towards the environment as a stakeholder. Through interviews with affected businesses, the authors aim to understand whether disasters prompt sustainability prioritisation beyond legal or market demands, shedding light on potential shifts in environmental attitudes and decision-making processes.
Design/methodology/approach
The authors used qualitative methods to investigate post-disaster shifts in environmental perceptions. Using site visits, preparatory meetings and semi-structured interviews between October 2017 and April 2021, the authors gained insights into destruction, recovery efforts and stakeholder perspectives. Content analysis provided valuable decision-making insights, particularly in understanding the landscape dominated by SMEs reliant on short-term strategies.
Findings
Interviews revealed varied perspectives on stakeholder recognition, especially concerning the natural environment. Although some managers promptly acknowledged stakeholder groups, the recognition of the natural environment as one varied. Concerning the natural environment as a stakeholder, responses ranged from ecological acknowledgment to denying its stakeholder status. Despite differing views, many agreed on the forest's importance, especially for resource-reliant industries. The findings suggest that although many decision makers verbally acknowledge the natural environment as a stakeholder, their actions reveal the opposite.
Research limitations/implications
The limitations are the COVID-19 pandemic in the data research phase. The methodology applied (qualitative) can be a limitation in itself and the authors recommend further research, applying mixed or quantitative methods. The research covers one event in one country. It is relevant to test our questions and conclusions in other countries/after other natural disasters. Incorporating other stakeholders' views and exploring alternative theories could enhance understanding and challenge existing results.
Practical implications
This study holds practical implications for understanding the relationship between organisations and the natural environment, particularly in recognising it as a stakeholder. By acknowledging the environment as a stakeholder, organisations can mitigate the effects of future natural disasters, as well as reducing their environmental footprints. Implementing these insights can lead to more informed decision-making processes and contribute to more effective resources and stakeholder management.
Social implications
Recognizing the environment as a stakeholder fosters environmental consciousness and community engagement. Addressing the natural environment as such enhances the ownership and responsibility of the surrounding natural environment.
Originality/value
The study's originality lies in its exploration of organisational responses to natural disasters, particularly in recognizing the environment as a stakeholder. It offers unique insights into decision-making processes and attitudes towards environmental responsibility, contributing to advancing understanding and informing strategies for sustainable disaster management on a global scale.
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Patrícia Lopes Costa, Ana Margarida Passos, Arnold B. Bakker, Rafael Romana and Cláudia Ferrão
The aim of this study is to describe work-engaged teams in terms of interpersonal interaction.
Abstract
Purpose
The aim of this study is to describe work-engaged teams in terms of interpersonal interaction.
Design/methodology/approach
Six teams (N = 31 individuals) were videotaped during a decision-making task, for one hour. Based on a priori defined categories, the authors coded the videos in terms of the degree of interaction between team members, the physical distance between members, the degree of team’s activation and the valence of their interaction. The videos were also coded in terms of motivational and affective processes. Team work engagement was assessed using questionnaires.
Findings
Highly engaged team members work physically close and have an increment on their interactions up until the task’s temporal midpoint. They have an initial peak of activation and show more positive emotional valence in the first and the last moments of the task. The most interpersonal processes used are affective. The worst performing team had the highest initial interaction levels followed by an abrupt decrease both in their levels of interaction and in their levels of activation. Simultaneously, they present higher peaks of positive emotional valence.
Practical implications
Although engaged teams are essentially characterized by the presence of positive interactions, it is fundamental to alternate more “exited” and fun moments with more task focused ones and collective interaction moments with individual work.
Originality/value
This study answers to Kozlowski and Chao’s (2012) call for studying emergence in a more direct way, using qualitative analysis of video data.
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Isabelle Fisher and Patrícia Costa
This study aims to explore how individual personal growth initiative (PGI) mediates the relationship between a positive error orientation and job crafting. Furthermore, it…
Abstract
Purpose
This study aims to explore how individual personal growth initiative (PGI) mediates the relationship between a positive error orientation and job crafting. Furthermore, it explores the moderating role of the feedback from the leader in this relationship.
Design/methodology/approach
Data was collected through a survey conducted on 209 international employees from multiple occupations.
Findings
A positive error orientation is indirectly related to job crafting through its relationship with PGI. Also, feedback from leadership has a negative effect on the relationship between a positive error orientation and PGI. Indeed, the mediation effect of PGI on the relationship between a positive error orientation and job crafting loses significance when the leadership feedback is high.
Practical implications
As far as job crafting is concerned, it is essential to develop an error management culture to promote proactive behaviors among individuals.
Originality/value
Although the literature tends to highlight the positive effects of receiving feedback from the leader on employee’s professional development, this paper highlights the potential detrimental effects of leader feedback on PGI, therefore opening a new interesting area that demands attention.
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Sultan Serkan Cakiroglu, António Caetano and Patrícia Costa
The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared…
Abstract
Purpose
The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared leadership in military teams.
Design/methodology/approach
The sample size was 20 interviewees that participants must hold leadership positions at the mid-senior management level and from NATO member countries. To analyze the data, the authors used Gioia’s thematic analysis methodology (Gioia et al., 2013) and manual coding rather than computer usage for the analysis, due to the small data pool and their proficiency in literature.
Findings
Complexity and the new information era force military organizations toward the change and that with shared leadership they can even change the organization’s culture. The final framework highlights five main dimensions that emerged from mid-multinational military officers’ experience: driving forces of change, triggers to shared leadership, specific cases shared leadership, operational team environment and operational team characteristics. Results of the study supported that driving forces of change comprised the primary factor affecting shared leadership in military project teams.
Practical implications
The Headquarter environment (strategic and operational planning) and planning were critical factors for the successful implementation and development of shared leadership in military project teams. Thus, military organizations could easily implement the shared leadership approach in the military research teams and planning teams.
Originality/value
The authors present a framework of leadership change context for military teams, which depicts how shared leadership could be implemented differently in military teams.
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Pedro Marques-Quinteiro, Sjir Uitdewilligen, Patricia Costa and Ana Margarida Passos
This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.
Abstract
Purpose
This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.
Design/methodology/approach
Study 1 regarded 210 individuals (N = 44 teams) executing five decision-making tasks. Study 2 regarded 60 individuals (N = 20 teams) executing four decision-making tasks. Study 1 was longitudinal, with no experimental manipulation. Study 2 had an experimental longitudinal design comprising two between-team manipulations: medium of communication and team reflexivity; the outcome was team performance improvement.
Findings
Study 1’s results show that team reflexivity positively moderates the effect of virtuality on team performance improvement over time. Study 2’s results shows that a reflexivity manipulation benefits face-to-face teams more so than virtual teams, probably because team reflexivity is more effective when media richness is high.
Originality/value
The implications of reflexivity’s lack of effect in low virtuality (Study 1) and high virtuality (Study 2) teams are discussed. This study contributes to the team learning and virtual teams’ literatures by expanding current knowledge on how team reflexivity can facilitate team learning under face-to-face versus virtual communication conditions.
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Patrícia Dockhorn Costa, Luís Ferreira Pires and Marten J. van Sinderen
Context‐aware services platforms aim at supporting the handling of contextual information in order to provide better user‐tailored services. This paper proposes a novel services…
Abstract
Context‐aware services platforms aim at supporting the handling of contextual information in order to provide better user‐tailored services. This paper proposes a novel services platform architecture to support mobile context‐aware applications, giving emphasis to the configurability of the platforms generic functionality. The paper introduces concepts and a language to cope with configurability aspects. The paper also reports on the implementation of a prototype, which implements a Web services‐based context‐aware services platform that runs on top of 3G networks.
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Patrícia Lopes Costa, Ana Margarida Passos and Arnold B. Bakker
– The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels.
Abstract
Purpose
The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels.
Design/methodology/approach
Based on the circumplex model of affective well-being (Russell, 1980), the authors propose the work engagement grid and collect data on individual and team work engagement (TWE) from two different samples (n=1,192 individuals).
Findings
Results show a significant positive relationship between the individual engagement grid and individual work engagement. However, only the energy dimension significantly predicted TWE. The authors also provide evidences for the relationship between the engagement grid and related variables (e.g. adaptive performance, team cohesion, satisfaction), and show that the combination of energy and involvement present smaller correlations with those variables than the complete engagement scales.
Research limitations/implications
Data were collected from simulation samples, therefore generalization of the findings must be done with caution. The findings allow for developing a brief measure of work engagement, particularly useful for longitudinal or diary study designs.
Practical implications
When teams are the work unit, the displays of energetic behaviors ought to be fostered in order to boost collective engagement.
Originality/value
The authors add to the existing literature on work engagement, concluding that individual and team-level work engagement have structural differences between them, with the collective construct being dependent on external manifestations of energy, and that individual work engagement needs a cognitive component of absorption in order to foster performance.
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Patrícia Lopes Costa, Ana Margarida Passos and M. Clara Barata
– The purpose of this article was to examine how individual positive emotions and team work engagement (TWE) relate to the perceptions of team viability.
Abstract
Purpose
The purpose of this article was to examine how individual positive emotions and team work engagement (TWE) relate to the perceptions of team viability.
Design/methodology/approach
A total of 254 teams (N = 1,154 individuals) participated in this study, and a multilevel analysis was conducted of the effects of individual and team-level factors.
Findings
The multilevel analysis results suggest a partial compensatory effect. High levels of individual positive emotions and high TWE are associated with a positive effect on the perceptions of team viability. Simultaneously, being part of a highly engaged team has a protective effect on perceptions of team viability, when individuals experience low levels of positive emotions.
Research limitations/implications
As the study was conducted with teams involved in a management simulation, generalizing the results to “real world” teams must be done with caution.
Practical implications
Nonetheless, these findings have important implications for managers of work groups. They highlight the need to consider collective states of work groups as relevant for their effectiveness, and suggest that promoting positive interactions between team members may result in gains in team viability perceptions, mostly when individual emotions are less positive.
Originality/value
We consider both individual and collective affective experiences at work, and focus on a less studied outcome, team viability. Additionally, we empirically demonstrate the relevance of collective states of teams for team members’ individual perceptions, as a top-down influence mechanism.