A Socially Shared Regulation Approach to Improving Group Cohesion, Collective Efficacy, and Regulation Skills in CSCL

2016 ◽  
pp. 83-96 ◽  
Author(s):  
Lanqin Zheng
Keyword(s):  
Collective Efficacy ◽  
Group Cohesion ◽  
Regulation Approach ◽  
Socially Shared Regulation

From Organizational Citizenship Behaviour to Team Performance: The Mediation of Group Cohesion and Collective Efficacy

2010 ◽  
Vol 6 (1) ◽  
pp. 55-75 ◽  
Author(s):  
Cheng-Chen (Timothy) Lin ◽  
Tai-Kuang (T. K.) Peng
Keyword(s):  
Organizational Performance ◽  
Collective Efficacy ◽  
Organizational Citizenship ◽  
Team Performance ◽  
Social Cognitive ◽  
Group Cohesion ◽  
Theoretical Argument ◽  
The Relationship ◽  
Level Performance ◽  
Practical Implications

AbstractWhat is the relationship between individual members' organizational citizenship behaviours (OCB) and team-level performance? Using a social cognitive perspective, the current study proposes that the relationship is mediated by a team's cohesion and collective efficacy. We collected data at two points in time from three sources with a sample of 462 salespersons representing 62 teams (62 branches) of a financial institute in Taiwan. The results support the theoretical argument that OCB positively influences organizational performance. Furthermore, group cohesion and collective efficacy fully mediated the direct effects of OCB towards individuals and the organization on team performance. Theoretical and practical implications of the results are discussed.

Group Cohesion, Collective Efficacy, and Motivational Climate as Predictors of Conductor Support in Music Ensembles

2007 ◽  
Vol 55 (1) ◽  
pp. 6-17 ◽  
Author(s):  
Wendy K Matthews ◽  
Anastasia Kitsantas
Keyword(s):  
High School ◽  
Collective Efficacy ◽  
Learning Environments ◽  
Group Cohesion ◽  
Motivational Climate ◽  
Strong Sense ◽  
Music Ensembles ◽  
Music Ensemble ◽  
Perceived Motivational Climate

In the present study, we examined whether collective efficacy, group cohesion (task and social), and perceived motivational climate (task-involving and ego-involving orientations) in a music ensemble predict instrumentalists' perceived conductor support. Ninety-one (N = 91) skilled high school instrumentalists participated in the study. To assess the variables, participants responded to a number of surveys during rehearsals. It was hypothesized that instrumentalists' perceptions of collective efficacy, group cohesion, and a task-involving motivational climate cultivated by the conductor would predict conductor support. Results showed that, collectively, these variables accounted for 46% of the variance in instrumentalist perceptions of a supportive conductor. Findings of this study may provide guidance on how conductors can create learning environments that instill a strong sense of support for their instrumentalists.

Group Cohesion and Collective Efficacy of Volleyball Teams

1990 ◽  
Vol 12 (3) ◽  
pp. 301-311 ◽  
Author(s):  
Kevin S. Spink
Keyword(s):  
Collective Efficacy ◽  
Group Cohesion ◽  
Comparative Perspective ◽  
Future Research ◽  
Group Cohesiveness ◽  
Secondary Purpose ◽  
Group Integration ◽  
The Relationship

The main purpose of this study was to examine the relationship between group cohesion and collective efficacy in volleyball teams. A secondary purpose was to determine whether the cohesion/collective efficacy relationship would be moderated by the type of group selected. The results supported the conclusion that specific measures of group cohesiveness were positively related to collective efficacy for elite volleyball teams, but not for recreational teams. In the elite teams, Individual Attractions to Group-Task and Group Integration-Social were found to differentiate significantly between low and high collective efficacy teams, with the high collective efficacy teams rating cohesiveness higher. No significant results emerged, however, when the relationship between group cohesion and collective efficacy was examined for recreational teams. This suggests the need for future research to address the cohesion/collective efficacy question from a comparative perspective.

Collective Human Agency in the Context of Organizational Participation

2017 ◽  
Vol 61 (2) ◽  
pp. 51-68 ◽  
Author(s):  
Wolfgang Georg Weber ◽  
Hans Jeppe Jeppesen
Keyword(s):  
Collective Efficacy ◽  
Social Cognitive ◽  
Work Motivation ◽  
Human Agency ◽  
Employee Participation ◽  
Ecological Approach ◽  
Cognitive Approach ◽  
Organizational Decision Making ◽  
Organizational Participation ◽  
The Social

Abstract. Connecting the social cognitive approach of human agency by Bandura (1997) and activity theory by Leontiev (1978) , this paper proposes a new theoretical framework for analyzing and understanding employee participation in organizational decision-making. Focusing on the social cognitive concepts of self-reactiveness, self-reflectiveness, intentionality, and forethought, commonalities, complementarities, and differences between both theories are explained. Efficacy in agency is conceived as a cognitive foundation of work motivation, whereas the mediation of societal requirements and resources through practical activity is conceptualized as an ecological approach to motivation. Additionally, we discuss to which degree collective objectifications can be understood as material indicators of employees’ collective efficacy. By way of example, we explore whether an integrated application of concepts from both theories promotes a clearer understanding of mechanisms connected to the practice of employee participation.

Socially Shared Regulation of Learning: A Review

2015 ◽  
Vol 20 (3) ◽  
pp. 190-203 ◽  
Author(s):  
Ernesto Panadero ◽  
Sanna Järvelä
Keyword(s):  
Empirical Evidence ◽  
Learning Theory ◽  
Qualitative Data ◽  
Social Regulation ◽  
Observation Data ◽  
Optimal Form ◽  
Self Regulated Learning ◽  
The Past ◽  
Recorded Observation ◽  
Socially Shared Regulation

Abstract. Socially shared regulation of learning (SSRL) has been recognized as a new and growing field in the framework of self-regulated learning theory in the past decade. In the present review, we examine the empirical evidence to support such a phenomenon. A total of 17 articles addressing SSRL were identified, 13 of which presented empirical evidence. Through a narrative review it could be concluded that there is enough data to maintain the existence of SSRL in comparison to other social regulation (e.g., co-regulation). It was found that most of the SSRL research has focused on characterizing phenomena through the use of mixed methods through qualitative data, mostly video-recorded observation data. Also, SSRL seems to contribute to students’ performance. Finally, the article discusses the need for the field to move forward, exploring the best conditions to promote SSRL, clarifying whether SSRL is always the optimal form of collaboration, and identifying more aspects of groups’ characteristics.

Collective Efficacy and Organizational Commitment in an Italian City Hall

2009 ◽  
Vol 14 (4) ◽  
pp. 363-371 ◽  
Author(s):  
Laura Borgogni ◽  
Silvia Dello Russo ◽  
Laura Petitta ◽  
Gary P. Latham
Keyword(s):  
Organizational Commitment ◽  
Collective Efficacy ◽  
Structural Equation ◽  
Structural Equation Models ◽  
Practical Significance ◽  
City Hall ◽  
Italian City ◽  
Public Sector Managers ◽  
The Individual ◽  
Level Group

Employees (N = 170) of a City Hall in Italy were administered a questionnaire measuring collective efficacy (CE), perceptions of context (PoC), and organizational commitment (OC). Two facets of collective efficacy were identified, namely group and organizational. Structural equation models revealed that perceptions of top management display a stronger relationship with organizational collective efficacy, whereas employees’ perceptions of their colleagues and their direct superior are related to collective efficacy at the group level. Group collective efficacy had a stronger relationship with affective organizational commitment than did organizational collective efficacy. The theoretical significance of this study is in showing that CE is two-dimensional rather than unidimensional. The practical significance of this finding is that the PoC model provides a framework that public sector managers can use to increase the efficacy of the organization as a whole as well as the individual groups that compose it.

Sign in / Sign up

Export Citation Format

Share Document