scholarly journals Changing Digital Age in the Wake of COVID-19

2022 ◽  
Vol 30 (4) ◽  
pp. 1-23
Author(s):  
Vincent Cho ◽  
Lara C. Roll ◽  
C. H. Wu ◽  
Valerie Tang
Keyword(s):  
Virtual Teams ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Negative Relationship ◽  
Individual Performance ◽  
Relationship Conflict ◽  
Knowledge Based ◽  
Processing Theory ◽  
Team Environment ◽  
High Level

Virtual teams play a crucial role in today’s knowledge-based organisation for overcoming challenges in our dynamic world, especially in the current situation of the COVID-19 pandemic. Teams play a key role in today’s knowledge-based organization for overcoming challenges in our dynamic world. Drawing on social information processing theory, this study explores the effect of members’ humility and team environment within a leaderless team mainly based on virtual platforms. Their impacts on shared leadership, relationship conflict and team and individual performance were investigated. Surveying 219 students forming 61 virtual leaderless teams, our findings showed that a high level of humility and a positive team environment can help to improve shared leadership within a team, which contributes to team performance. Moreover, both humility and team environment have a negative relationship with relationship conflict, which depressed both team and individual performance. Our analysis also indicated that humility positively interacts with team environment on shared leadership.

Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance

2021 ◽  
pp. 001872672110029
Author(s):  
Yuying Lin ◽  
Mengxi Yang ◽  
Matthew J Quade ◽  
Wansi Chen
Keyword(s):  
Goal Orientation ◽  
Team Performance ◽  
Social Information Processing ◽  
Negative Relationship ◽  
Bottom Line ◽  
Team Members ◽  
Processing Theory ◽  
Using Data ◽  
Exclusive Focus ◽  
Avoidance Goal

How do supervisors who treat the bottom line as more important than anything else influence team success? Drawing from social information processing theory, we explore how and when supervisor bottom-line mentality (i.e. an exclusive focus on bottom-line outcomes at the expense of other priorities) exerts influence on the bottom-line itself, in the form of team performance. We argue that a supervisor’s bottom-line mentality provides significant social cues for the team that securing bottom-line objectives is of sole importance, which stimulates team performance avoidance goal orientation, and thus decreases team performance. Further, we argue performing tension (i.e. tension between contradictory needs, demands, and goals), serving as team members’ mutual perception of the confusing environment, will strengthen the indirect negative relationship between supervisor bottom-line mentality and team performance through team performance avoidance goal orientation. We conduct a path analysis using data from 258 teams in a Chinese food-chain company, which provides support for our hypotheses. Overall, our findings suggest that supervisor’s exclusive focus on the bottom-line can serve to impede team performance. Theoretical contributions and practical implications are discussed.

Conflict and creativity in inter-organizational teams

2017 ◽  
Vol 28 (1) ◽  
pp. 74-102 ◽  
Author(s):  
Nan Hu ◽  
Zhi Chen ◽  
Jibao Gu ◽  
Shenglan Huang ◽  
Hefu Liu
Keyword(s):  
Shared Leadership ◽  
Negative Relationship ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Curvilinear Relationship ◽  
Team Creativity ◽  
Content Type ◽  
Conflict Situations ◽  
Organizational Teams ◽  
Study Offer

Purpose This paper aims to examine the effects of task and relationship conflicts on team creativity, and the moderating role of shared leadership in inter-organizational teams. An inter-organizational team normally comprises employees from collaborated organizations brought together to conduct an initiative, such as product development. Practitioners and researchers have witnessed the prevalence of conflict in inter-organizational teams. Despite significant scholarly investigation into the importance of conflict in creativity, a deep theoretical understanding of conflict framework remains elusive. Design/methodology/approach A questionnaire survey was conducted in China to collect data. Consequently, 54 teams, which comprised 54 team managers and 276 team members, were deemed useful for the study. Findings By testing our hypotheses on 54 inter-organizational teams, we found that relationship conflict has a negative relationship with team creativity, whereas task conflict has an inverted U-shaped (curvilinear) relationship with team creativity. Furthermore, when shared leadership is stronger, the negative relationship with team creativity is weaker for relationship conflict, whereas the inverted U-shaped relationship with team creativity is stronger for task conflict. Research limitations/implications The main limitation is cross-sectional, which cannot establish causality in relationships. Despite this potential weakness, the present research provides insights into conflict, leadership and inter-organizational collaboration literature. Practical implications The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams. Social implications Managers are struggling to identify ways to effectively manage team conflict when a team of diverse individuals across organizational boundaries are brought together to solve a problem. The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams. Originality/value This paper provides understandings about how relationship and task conflicts affect team creativity in inter-organizational teams.

scholarly journals The Trickle-Down Effect of Territorial Behavior: A Moderated Mediation Model

2021 ◽  
Vol 12 ◽  
Author(s):  
Yi Li ◽  
Haolin Weng ◽  
Ting Zhu ◽  
Na Li
Keyword(s):  
Social Information Processing ◽  
Negative Relationship ◽  
Territorial Behavior ◽  
Chinese Enterprises ◽  
Social Information Processing Theory ◽  
Moderated Mediation Model ◽  
Processing Theory ◽  
Perceived Insider Status ◽  
The Relationship ◽  
Trickle Down

The present research seeks to explore how and when leader territorial behavior trickles down to the follower. Relying on social information processing theory, we hypothesize that territorial behavior has a trickle-down effect from leader to follower, and perceived insider status mediates the relationship between leader territorial behavior and follower territorial behavior. Competition climate is supposed to strengthen the effect of leader territorial behavior on perceived insider status. Two hundred and fifty-two dyads data of supervisor–subordinate in Chinese enterprises provided support for our hypotheses. The results suggest that leader territorial behavior is positively related to follower territorial behavior and that follower perceived insider status significantly mediates the relationship. Moreover, competition climate strengthens the negative relationship between leader territorial behavior and perceived insider status as well as the indirect effect of leader territorial behavior on follower territorial behavior via perceived insider status. Theoretical and practical implications are further discussed.

scholarly journals Pro-socially motivated interaction for knowledge integration in crowd-based open innovation

2020 ◽  
Vol 24 (9) ◽  
pp. 2127-2147
Author(s):  
Yao Sun ◽  
Philipp Tuertscher ◽  
Ann Majchrzak ◽  
Arvind Malhotra
Keyword(s):  
Open Innovation ◽  
Knowledge Integration ◽  
Negative Relationship ◽  
Theoretical Explanation ◽  
Content Type ◽  
Knowledge Based ◽  
Knowledge Content ◽  
The Many ◽  
High Level ◽  
Socially Motivated

Purpose The purpose of this paper is to study how the online temporary crowd shares knowledge in a way that fosters the integration of their diverse knowledge. Having the crowd integrate its knowledge to offer solution-ideas to ill-structured problems posed by organizations is one of the desired outcomes of crowd-based open innovation because, by integrating others’ knowledge, the ideas are more likely to consider the many divergent issues related to solving the ill-structured problem. Unfortunately, the diversity of knowledge content offered by heterogeneous specialists in the online temporary crowd makes integration difficult, and the lean social context of the crowd makes extensive dialogue to resolve integration issues impractical. The authors address this issue by exploring theoretically how the manner in which interaction is organically conducted during open innovation challenges enables the generation of integrative ideas. The authors hypothesize that, as online crowds organically share knowledge based upon successful pro-socially motivated interaction, they become more productive in generating integrative ideas. Design/methodology/approach Using a multilevel mixed-effects model, this paper analyzed 2,244 posts embedded in 747 threads with 214 integrative ideas taken from 10 open innovation challenges. Findings Integrative ideas were more likely to occur after pro-socially motivated interactions. Research limitations/implications Ideas that integrate knowledge about the variety of issues that relate to solving an ill-structured problem are desired outcomes of crowd-based open innovation challenges. Given that members of the crowd in open innovation challenges rarely engage in dialogue, a new theory is needed to explain why integrative ideas emerge at all. The authors’ adaptation of pro-social motivation interaction theory helps to provide such a theoretical explanation. Practitioners of crowd-based open innovation should endeavor to implement systems that encourage the crowd members to maintain a high level of activeness in pro-socially motivated interaction to ensure that their knowledge is integrated as solutions are generated. Originality/value The present study extends the crowd-based open innovation literature by identifying new forms of social interaction that foster more integrated ideas from the crowd, suggesting the mitigating role of pro-socially motivated interaction in the negative relationship between knowledge diversity and knowledge integration. This study fills in the research gap in knowledge management research describing a need for conceptual frameworks explaining how to manage the increasing complexity of knowledge in the context of crowd-based collaboration for innovation.

The Role of Vertical and Shared Leadership in Virtual Team Collaboration

2016 ◽  
pp. 22-42 ◽  
Author(s):  
Julia Eisenberg ◽  
Jennifer L. Gibbs ◽  
Niclas Erhardt
Keyword(s):  
Virtual Teams ◽  
Shared Leadership ◽  
Virtual Team ◽  
Future Research ◽  
Task Structure ◽  
Team Collaboration ◽  
Current Trends ◽  
Team Environment ◽  
And Task

This chapter reviews current trends in the literature related to the influence of vertical and shared leadership styles in the context of virtual teams, unpacking the influence of team structure and task structure to better understand the mechanisms influencing team effectiveness. The authors start by reviewing key features of virtual teams and different aspects of leadership and its influence in the virtual team environment. They argue that both vertical and shared leadership have strengths and limitations, and both styles may complement one another. The authors discuss the influence of leadership on virtual team processes and outcomes and examine contingency factors related to team and task structure in order to identify the boundary conditions for the effectiveness of vertical and shared leadership. The chapter offers a conceptual framework to guide future research in this domain.

Humble Leader Behavior and Its Effects on Performance at the Team and Individual Level: A Multi-Perspective Study

2021 ◽  
pp. 105960112110244
Author(s):  
Shengming Liu ◽  
Xin Lucy Liu ◽  
Hui Wang ◽  
Ying Wang
Keyword(s):  
Social Information Processing ◽  
Indirect Effects ◽  
Leader Behavior ◽  
Individual Performance ◽  
Cognitive Diversity ◽  
Individual Level ◽  
Processing Theory ◽  
Team Potency ◽  
Time Lagged ◽  
The Individual

Drawing upon social information processing theory, this study builds a multilevel model to explore the effects of humble leader behavior on performance in teams. Time-lagged and multi-source data were gathered from 298 employees across 70 work teams. Results indicated that at the individual level, humble leader behavior was positively related to individual performance via organization-based self-esteem, while at the team level, humble leader behavior was positively related to team performance via team potency. Moreover, team cognitive diversity moderated the indirect effects of humble leader behavior on individual and team performances, such that the positive indirect effects were stronger for teams with high cognitive diversity than for those with low cognitive diversity. Implications and limitations are also discussed.

Team reward interdependence and team performance: roles of shared leadership and psychological ownership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qinxuan Gu ◽  
Dongqing Hu ◽  
Paul Hempel
Keyword(s):  
Team Performance ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Psychological Ownership ◽  
Hierarchical Regression ◽  
Content Type ◽  
Processing Theory ◽  
The Relationship ◽  
Moderating Role

PurposeDrawing on social information processing theory, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as mediator and team average job-based psychological ownership as moderator.Design/methodology/approachData 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.FindingsTeam 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/implicationsThe shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team reward interdependence, and by examining the moderating role of team average job-based psychological ownership.Practical implicationsOrganizations and managers should pay attention to team pay system design and be aware of the importance of employees' psychological ownership towards their jobs in promoting shared leadership in teams.Originality/valueThis study sheds light on the antecedents of shared leadership from the perspective of team incentives and examines antecedent boundary conditions through the moderating role of job-based psychological ownership.

Is the Personal Always Political?

2017 ◽  
Vol 38 (3) ◽  
pp. 133-143 ◽  
Author(s):  
Danny Osborne ◽  
Yannick Dufresne ◽  
Gregory Eady ◽  
Jennifer Lees-Marshment ◽  
Cliff van der Linden
Keyword(s):  
Survey Data ◽  
National Survey ◽  
Negative Relationship ◽  
Openness To Experience ◽  
Political Sophistication ◽  
Knowledge Based

Abstract. Research demonstrates that the negative relationship between Openness to Experience and conservatism is heightened among the informed. We extend this literature using national survey data (Study 1; N = 13,203) and data from students (Study 2; N = 311). As predicted, education – a correlate of political sophistication – strengthened the negative relationship between Openness and conservatism (Study 1). Study 2 employed a knowledge-based measure of political sophistication to show that the Openness × Political Sophistication interaction was restricted to the Openness aspect of Openness. These studies demonstrate that knowledge helps people align their ideology with their personality, but that the Openness × Political Sophistication interaction is specific to one aspect of Openness – nuances that are overlooked in the literature.

How spiritual leadership contributes to followers' helping behavior

2020 ◽  
Vol 48 (11) ◽  
pp. 1-12
Author(s):  
Lin Wang ◽  
Hua-Qiang Wang ◽  
Yi-Ping Sun
Keyword(s):  
Positive Affect ◽  
Social Information Processing ◽  
Organizational Identification ◽  
Spiritual Leadership ◽  
Helping Behavior ◽  
Significant Positive Effect ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Broaden And Build Theory ◽  
Positive Effect

We integrated social information processing theory and the broaden-and-build theory of positive affect to investigate how spiritual leadership affects employees' helping behavior, thus incorporating both cognitive and affective perspectives. Data were collected from 342 employees of companies operating in three cities in China, who completed scales measuring spiritual leadership, positive affect, and organizational identification, and the 71 immediate supervisors of these employees, who assessed their followers' helping behavior. The results indicate that spiritual leadership had a significant positive effect on employees' helping behavior, and that both positive affect and organizational identification mediated this relationship. Our results can be used by managers seeking to promote the effectiveness of spiritual leadership and employees' helping behavior.

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