The purpose of this paper is to find the new analysis method of virtual team effectiveness in team building, as well as various HR tools.
Abstract
Purpose
The purpose of this paper is to find the new analysis method of virtual team effectiveness in team building, as well as various HR tools.
Design/methodology/approach
This paper investigated 62 virtual teams, distinguished between identified mental models and distributed mental models, tested the relation among team characteristics, and shared mental models and virtual team effectiveness using hierarchical linear modeling.
Findings
Results demonstrated that time would enhance the effect of shared mental models on task effectiveness; virtual team size would affect the relation between shared mental model and cooperative effectiveness, team size could enhance the effect of identified mental model on cooperative effectiveness, but weaken the relation between distributed mental model and cooperative effectiveness. A need is found for application of hierarchical linear modeling of shared mental model on virtual team effectiveness.
Research limitations/implications
Accessibility and availability of data are the main limitations which apply.
Originality/value
This paper presents a new approach of optimal choice of virtual team building. The paper is aimed at HR and psychological researches and managers, especially those who dealt with people, and provides very useful advice for team management in enterprises.
Details
Keywords
Jun Yang, Chun-Sheng Yu and Jun Wu
This study aims to examine how the perceived importance of work values differs among the three generations (Cultural Revolution, Social Reform and Millennial) in the Chinese…
Abstract
Purpose
This study aims to examine how the perceived importance of work values differs among the three generations (Cultural Revolution, Social Reform and Millennial) in the Chinese workforce.
Design/methodology/approach
Grounded in work values and generation theories, hypotheses were tested by empirical data collected from 464 Chinese employees from companies located in the Yangtze River Delta of China. A one-way multivariate analysis of covariance and a series of one-way analysis of covariance and t-tests were conducted to compare the three generations with respect to work values.
Findings
The results revealed significant generational differences existing in China with respect to extrinsic–intrinsic work values measured by the work-need typology (Huseman and Hatfield, 1990). After controlling for demographic variables, Millennial employees were found to show the highest preference for both extrinsic and intrinsic work values, followed by the Social Reform generation, whereas the Cultural Revolution generation scored lowest. Additionally, important similarities across the three generations were also found.
Research limitations/implications
These findings highlight the complex nature of generational phenomena and suggest the need to further develop a deep appreciation and understanding of the underlying reasons for those generational differences and similarities.
Originality/value
Drawing from generation and work values theory, the authors developed a theoretical framework that allows us to directly compare the three generations in the Chinese workforce with respect to the magnitude of importance each generation attaches to various work priorities. The present study represents an important initial step in throwing more light on the mechanisms underlying the observed generational differences and similarities in work values.