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Article
Publication date: 11 June 2021

Qinxuan Gu, Dongqing Hu and Paul Hempel

Drawing on the motivated information processing in groups (MIP-G) model, the purpose of this paper is to explore the relationship between team reward interdependence and team…

2264

Abstract

Purpose

Drawing on the motivated information processing in groups (MIP-G) model, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as a mediator and team average job-based psychological ownership as a moderator.

Design/methodology/approach

Data were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.

Findings

Team reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.

Research limitations/implications

The shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team incentives and by examining the moderating role of team average job-based psychological ownership.

Practical implications

Organizations and managers should pay attention to team pay system design and be aware of the importance of employees’ psychological ownership toward their jobs in promoting shared leadership in teams.

Originality/value

This study sheds light on the antecedents of shared leadership from motivated information processing perspective and examines antecedent boundary conditions through the moderating role of team average job-based psychological ownership.

Details

Personnel Review, vol. 51 no. 5
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 April 2001

Paul S. Hempel

Multinational corporations operating in Greater China need to continue improving employee performance levels, but Western style performance appraisals might not be the right…

8500

Abstract

Multinational corporations operating in Greater China need to continue improving employee performance levels, but Western style performance appraisals might not be the right answer. This paper examines some of the differences in the ways that Chinese and Western managers view performance in order to determine the appropriateness of Western appraisal techniques. Using a sample drawn from Hong Kong, significant differences between Hong Kong Chinese and UK managers are found, particularly in the role that trait attribution plays in the appraisal process. The paper concludes by considering the implications that these observed differences have for both performance appraisal research as well as for practice.

Details

Personnel Review, vol. 30 no. 2
Type: Research Article
ISSN: 0048-3486

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Book part
Publication date: 8 September 2022

Stephen Turner

Abstract

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Mad Hazard
Type: Book
ISBN: 978-1-80382-670-7

Available. Content available
Article
Publication date: 29 May 2007

39

Abstract

Details

Pigment & Resin Technology, vol. 36 no. 3
Type: Research Article
ISSN: 0369-9420

Available. Content available
Book part
Publication date: 8 September 2022

Stephen Turner

Free Access. Free Access

Abstract

Details

Mad Hazard
Type: Book
ISBN: 978-1-80382-670-7

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Article
Publication date: 29 July 2014

Gang Qu, Lishan Shen and Xiaona Bao

The purpose of this paper is to study how the software outsourcing teams, namely, vendors, transfer effective knowledge to enhance team performance; it reports on a study of…

349

Abstract

Purpose

The purpose of this paper is to study how the software outsourcing teams, namely, vendors, transfer effective knowledge to enhance team performance; it reports on a study of transactive memory system (TMS) theory and makes deep analyses and discussions about the influence of the cooperative behaviors of TMS on software outsourcing team’s performance under the framework of three behavioral characteristics dimensions – specialization, credibility and coordination.

Design/methodology/approach

This paper is an empirical study based on investigation interviews to 28 software outsourcing teams and data of questionnaire surveys on 124 software outsourcing teams; structural equation model is used to test the data we collected.

Findings

This paper finds that both credibility and coordination have a significantly positive impact on knowledge transfer and project success, whereas specialization has a significant negative impact on project success. The results of data analysis show that TMS is an effective coordination mechanism.

Originality/value

The conclusion of the study can help us understand the coordination mechanism of knowledge transfer in software outsourcing team and provide theoretical support and paradigm reference for vendors in China to accumulate knowledge and improve the success rate of projects in the context of software project development.

Details

Nankai Business Review International, vol. 5 no. 3
Type: Research Article
ISSN: 2040-8749

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Article
Publication date: 1 February 1992

Clive Beed

Analyses the influence of value judgements in the mechanics oftesting econometric theories against empirical data. The orthodox viewof mainstream, positive economics is that value…

168

Abstract

Analyses the influence of value judgements in the mechanics of testing econometric theories against empirical data. The orthodox view of mainstream, positive economics is that value judgements play no part in the above process. Contests this view; defines value judgements and shows the orthodox conception to be too narrow, compared with the meaning and use of the term in other disciplines. Reviews many published examples from the 1970s and 1980s and ways in which value judgements have affected testing procedures in economics. Hypothesis testing via econometric techniques is fraught with value judgements because the application of statistical methodology is not a determinate, neutral or objective process.

Details

International Journal of Social Economics, vol. 19 no. 2
Type: Research Article
ISSN: 0306-8293

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Article
Publication date: 1 September 1986

New service offers technical back‐up. The UK Chemical industry is to receive more technical support from a new business and marketing consultancy TSMC.

23

Abstract

New service offers technical back‐up. The UK Chemical industry is to receive more technical support from a new business and marketing consultancy TSMC.

Details

Anti-Corrosion Methods and Materials, vol. 33 no. 9
Type: Research Article
ISSN: 0003-5599

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Article
Publication date: 1 April 1996

Chien Liu

The current crisis of sociological theory is due to our failure to do sociology as a positive science‐our failure to accept both explanation and prediction as the goal of…

101

Abstract

The current crisis of sociological theory is due to our failure to do sociology as a positive science‐our failure to accept both explanation and prediction as the goal of theorizing, and to use predictive power as the primary criterion for assessing theories. It is argued that sociology as a positive science can advance sociological theory. It is also argued that a positive science of sociology is possible by correcting four major fallacies‐i.e., fallacies concerning controlled experiments, realism of assumptions, subjectivity, and complexity.

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International Journal of Sociology and Social Policy, vol. 16 no. 4
Type: Research Article
ISSN: 0144-333X

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Article
Publication date: 1 March 2014

Jerrell D. Coggburn, R. Paul Battaglio and Mark D. Bradbury

Organizational conflict is often thought of as a malady to be avoided or quickly resolved. Such views neglect the potential value of conflict—that is, the constructive management…

4751

Abstract

Organizational conflict is often thought of as a malady to be avoided or quickly resolved. Such views neglect the potential value of conflict—that is, the constructive management of conflict—to organizational outcomes. Managerial practices resulting in too little conflict may shape and reflect an organization hypersensitive to discord, dissent, and innovation. But management practices promoting excessive conflict may overload an organization with information, rendering it incapable of reaching timely decisions, generating animosity, or creating other unproductive outcomes. This paper examines constructive conflict management, which gives employees voice and encourages authentic participation in decision-making. We hypothesize that such an approach is positively related to employee job satisfaction and organizational performance. However, given the potential for “too much of a good thing” when it encouraging conflict, we also test for a curvilinear relationships between conflict management and organizational outcomes.

“To work in an organization is to be in conflict. To take advantage of joint work requires conflict management” (Tjosvold, 2008, p. 19).

Details

International Journal of Organization Theory & Behavior, vol. 17 no. 4
Type: Research Article
ISSN: 1093-4537

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