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Article
Publication date: 17 August 2021

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.

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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.

Details

The Learning Organization, vol. 29 no. 1
Type: Research Article
ISSN: 0969-6474

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Book part
Publication date: 5 November 2021

Mary J. Waller, Sjir Uitdewilligen, Ramón Rico and Marie S. Thommes

In order to deepen understanding of team processes in dynamic organizational contexts, we suggest that analyses employing techniques to identify and analyze team member…

Abstract

In order to deepen understanding of team processes in dynamic organizational contexts, we suggest that analyses employing techniques to identify and analyze team member interaction patterns and trajectories are necessary. After presenting a brief review of interaction data coding and reliability requirements, we first review examples of two approaches used in the identification and analysis of interaction patterns in teams: lag sequential analysis and T-pattern analysis. We then describe and discuss three statistical techniques used to analyze team interaction trajectories: random coefficient modeling, latent growth modeling, and discontinuous growth analysis. We close by suggesting several ways in which these techniques could be applied to data analysis in order to expand our knowledge of team interaction, processes, and outcomes in complex and dynamic settings.

Details

The Emerald Handbook of Group and Team Communication Research
Type: Book
ISBN: 978-1-80043-501-8

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Available. Content available
Article
Publication date: 3 January 2022

Teresa Rebelo, Paulo Renato Lourenço and Isabel Dórdio Dimas

485

Abstract

Details

The Learning Organization, vol. 29 no. 1
Type: Research Article
ISSN: 0969-6474

Available. Content available
Book part
Publication date: 5 November 2021

Abstract

Details

The Emerald Handbook of Group and Team Communication Research
Type: Book
ISBN: 978-1-80043-501-8

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Article
Publication date: 14 October 2013

Catarina Marques Santos and Ana Margarida Passos

This study aims to evaluate the extent to which similar team mental models (TMMs) at the beginning of a team's lifecycle influence the level of relationship conflict within the…

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Abstract

Purpose

This study aims to evaluate the extent to which similar team mental models (TMMs) at the beginning of a team's lifecycle influence the level of relationship conflict within the team, TMM-similarity at the middle of the team lifecycle, and in turn team effectiveness. Thus far, no research has analysed the mediating role of a dysfunctional team process between TMM-similarity and effectiveness.

Design/methodology/approach

The study was conducted in a strategy and management competition involving 414 individuals who comprised 92 teams (3-5 members). Data were collected at four moments in time. The questionnaires were developed based on validated scales and adapted for the specific context.

Findings

The results provide support for the mediating role of conflict between the similarity of team-TMMs at the beginning of team lifecycle and effectiveness. The results also provide support for the mediating role of task-TMMs in the middle of team lifecycle between task-TMMs at the beginning of team lifecycle and effectiveness. Findings suggest that teams with more similar TMMs, experience less relationship conflict which in turn improves effectiveness.

Research limitations/implications

In this study TMM-accuracy was not analysed. Future research should analyse the role of TMM similarity and accuracy. Further, future research should explore the optimal level of TMM-similarity and when the similarity of TMM is disruptive to teams.

Originality/value

This paper sheds light on the role of conflict as a dysfunctional team process between TMM-similarity and effectiveness. Moreover, this paper shows that more research on TMM evolution is needed.

Details

Team Performance Management, vol. 19 no. 7/8
Type: Research Article
ISSN: 1352-7592

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