Leader information seeking, team performance and team innovation: Examining the roles of team reflexivity and cooperative outcome interdependence

2020 ◽  
Vol 57 (6) ◽  
pp. 102343
Author(s):  
Linlin Wang ◽  
Wan Jiang ◽  
Huimin Zhang ◽  
Han Lin
Keyword(s):  
Team Performance ◽  
Information Seeking ◽  
Team Innovation ◽  
Outcome Interdependence

scholarly journals PENGARUH INOVASI TIM TERHADAP KINERJA TIM DENGAN BUDAYA TIM SEBAGAI VARIABEL MODERASI DI KOPINKRA SATYA BHAWANA KASONGAN, KABUPATEN BANTUL

NATAPRAJA ◽  
2015 ◽  
Vol 3 (2) ◽  
Author(s):  
Dody Rahmat Sholihin
Keyword(s):  
Team Performance ◽  
Significant Positive Effect ◽  
Significance Level ◽  
Team Innovation ◽  
Team Culture ◽  
Decorative Material ◽  
The Relationship ◽  
Positive Effect ◽  
Interaction Test ◽  
Innovation Team

ormance in ceramic potter teams and analyze the influence of team culture as a moderating variable in relation to team innovation on team performance in Cooperative Industrial Ceramics (Kopinkra) Satya Bhawana in Bantul, Yogyakarta. The used Testing in this study was linear regression and interaction test (MRA). The results of this study include, among others: first, team innovation have significant positive effect on team performance in Kopinkra Satya Bhawana. Effect of team innovation on team performance is 2,137 with a significant level of to 0,000. This condition is caused by some progressive craftsmen that produce objects which have the advantages of modern decorative material capital, symbolic and cultural. Second, the effect was not significant in the team culture moderate the relationship team innovation on team performance. Coefficient of moderation in influencing the performance of the team in Kopinkra Satya Bhawana is 0.001 with a significance level of 0.982. The reason is the process of coordinating the team as part of a team culture that carried the team in Kopinkra Satya Bhawana potter not in balance.Keywords: Team Innovation, Team Performance, Team Culture, Cooperative

scholarly journals The relationship of team learning behavior to team performance

2011 ◽  
Vol 24 (3) ◽  
pp. 651-672
Author(s):  
HeeJin Park
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Organizational Setting ◽  
Learning Behavior ◽  
Team Size ◽  
Academic Setting ◽  
Team Innovation ◽  
Relationship Of ◽  
The Relationship ◽  
Study Setting

The purpose of this study was to meta-analyze the research examining the effects of team learning behavior on team performance. In addition, team size, team type and study setting were investigated as potential moderators of the relationship between team learning behavior and team performance. In total, the database consisted of 21 effect sizes of 17 studies. They were analyzed by using Hunter & Schmidt (2004) meta-analytic procedure. The results indicated that team learning behavior was positively related to team performance and team innovation. The findings suggested that team size, team type, and study setting moderate the relationship of team learning behavior to team performance. The relationship of team learning behavior and team performance was stronger in small teams than in medium and large teams. The stronger relationship of team learning to team performance in project teams was found. Finally, the stronger relationship of team learning behavior to team performance in academic setting than organizational setting was shown. However, in small teams and the academic setting the number of independent studies was less than 5, so it was important to interpret with caution. The implication and limitations of this research were discussed.

Unpacking the relationships between conflicts and team innovation

2014 ◽  
Vol 52 (8) ◽  
pp. 1533-1548 ◽  
Author(s):  
Yuanqiong He ◽  
Xiu-Hao Ding ◽  
Kunpeng Yang
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Cognitive Conflict ◽  
Equation Model ◽  
Future Research ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Team Innovation ◽  
The Relationship

Purpose – Teamwork is important for innovation, but it often incurs conflicts. Previous literature has reported inconsistent relationships between conflicts and team performance. The purpose of this paper is to clarify this relationship and explore how to improve team innovation using conflict management styles. Design/methodology/approach – This study collects data in China and the survey covering 436 participants from 126 project teams. Then, structure equation model by AMOS and moderated regression analyses are used for hypotheses testing. Findings – This study finds that cognitive conflict and affective conflict have positive and negative effects on team innovation separately, and cognitive conflict positively affects affective conflict, with the total effect of cognitive conflict on team innovation being negative. Moreover, this study suggests that cooperative conflict management styles and dominating style (one of competitive conflict management styles) moderate the relationship between cognitive conflict and affective conflict negatively and positively. Research limitations/implications – First, this study did not consider features of organizations as control variables. Future research can advance in this direction. Second, the data were collected from a single marketing innovation program. Further research might use more diversified teams to test the hypotheses. Practical implications – Firms should realize that cognitive conflict promotes team innovation directly, but it also harms team innovation through affective conflict. Then, cooperative conflict management styles are effective in weakening the relationship between cognitive conflict and affective conflict. Originality/value – This study fulfills an identified need to clarify the relationship between conflict and team performance, as well as how conflict management styles moderating the relationship between cognitive conflict and affective conflict.

The Impact of Transformational Leadership and Team Innovation on Team Performance: Empirical Evidence from Malaysia

2020 ◽  
Vol 5 (2) ◽  
pp. 99-106
Author(s):  
Daisy Mui Hung Kee ◽  
Nurulhasanah Abdul Rahman ◽  
Ai Wah Tan
Keyword(s):  
Transformational Leadership ◽  
Empirical Evidence ◽  
Team Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Multinational Companies ◽  
Jel Classification ◽  
Team Innovation ◽  
The Impact ◽  
The Relationship

Objective – Leadership and innovation are two related concepts which have gained a lot of interest among researchers focusing on management and entrepreneurship. Research on these topics are important for the development of the dynamic workforce and are useful to various organisations. However, in the real world, the effectiveness of employee performance is considered as unsatisfactory meaning there is room for improvement. Methodology/Technique – Previous literature had found that Transformational Leadership and Team Innovation are among the key factors which can be used to improve employee performance. This study will examine and test the relationship between Transformational Leadership and Team Performance to understand how Team Innovation mediates this relationship. A total of 197 samples are collected from employees in Multinational Companies (MNC). The data was analyzed using the Statistical Package for the Social Sciences (SPSS) version 23. Findings – The findings indicate that Transformational Leadership has a significant positive impact on Team Performance. Further, Team Innovation mediates the relationship between Transformational Leadership and Team Performance. Novelty – The major implications of these findings are further explored. In particular, this paper contributes to leadership literature by recommending that team leaders aim to inspire and empower employees to achieve organizational goals. Type of Paper: Empirical. JEL Classification: M11, M15, M19. Keywords: Transformational Leadership; Innovation; Multinational Companies. Reference to this paper should be made as follows: Kee, D.M.H; Rahman, N.A; Tan, A.W. 2020. The Impact of Transformational Leadership and Team Innovation on Team Performance: Empirical Evidence from Malaysia, J. Mgt. Mkt. Review 5(2) 99 – 106 https://doi.org/10.35609/jmmr.2020.5.2(2)

INVESTIGATING THE SYNERGISTIC AND ANTAGONISTIC IMPACTS OF OUTCOME INTERDEPENDENCE, SHARED VISION AND TEAM REFLEXIVITY ON INNOVATION IN SOFTWARE DEVELOPMENT PROJECTS

2018 ◽  
Vol 22 (06) ◽  
pp. 1850050
Author(s):  
ADARSH KUMAR KAKAR
Keyword(s):  
Software Development ◽  
Negative Impact ◽  
Shared Vision ◽  
Goal Achievement ◽  
Software Projects ◽  
Team Members ◽  
Team Innovation ◽  
Key Factor ◽  
Outcome Interdependence ◽  
Agile Software

Reflexivity, the extent to which teams reflect upon and modify their functioning, is widely considered a key factor for engendering team innovation. In this study, we propose that reflexivity is a necessary but not a sufficient condition for team innovation. Outcome interdependence, defined as the extent to which team members perceive that attainment of goals by their colleagues will facilitate their own goal achievement, and shared team vision, will moderate the effect of team reflexivity on team innovation. An empirical study with 332 team members of 34 software projects reveals that as predicted high outcome interdependence and shared team vision magnified the positive impacts of team reflexivity on team innovation. However, an increase in team reflexivity at low outcome interdependence and shared team vision had a negative impact on team innovation. Further, in general, agile software teams consistently demonstrated higher outcome interdependence and team reflexivity and thereby higher team innovation compared to teams adopting plan-driven methods of software development.

scholarly journals In Leaders We Trust, or Should We? Supervisors’ Dark Triad Personality Traits and Ratings of Team Performance and Innovation

2021 ◽  
Vol 12 ◽  
Author(s):  
Oana C. Fodor ◽  
Petru L. Curşeu ◽  
Nicoleta Meslec
Keyword(s):  
Personality Traits ◽  
Performance Appraisal ◽  
Team Performance ◽  
Dark Triad ◽  
Team Members ◽  
Team Innovation ◽  
Mediating Role ◽  
Team Outcomes ◽  
Member Exchange ◽  
Supervisory Ratings

Our study tests in a sample of 87 organizational groups (297 employees and 87 supervisors) the mediating role of leader-member exchange (LMX) and collective narcissism in the relationship between supervisors’ dark triad (SDT) personality traits and ratings of team outcomes made by supervisors and team members. We show that LMX mediates the association between SDT and team performance and innovation as rated by team members, while collective narcissism mediates the association between SDT and supervisory ratings of team innovation and team performance. Moreover, collective narcissism also mediates the association between SDT and team innovation as rated by team members. Results show that team-level performance appraisal is influenced by supervisory attributes and that the quality of relational exchanges and collective narcissism are plausible mechanisms explaining this association. The use of supervisory ratings of team outcomes in empirical research should also account for the supervisory attributes.

"Outcome Interdependence, Interpersonal Knowledge, and Team Performance: A TMS Perspective"

2013 ◽  
Vol 2013 (1) ◽  
pp. 16866
Author(s):  
Ravi Shanker Gajendran ◽  
Hong Ren ◽  
David A. Harrison
Keyword(s):  
Team Performance ◽  
Outcome Interdependence

Foraging extends beyond food: Hoarding of mental energy and information seeking in response to uncertainty

2019 ◽  
Vol 42 ◽  
Author(s):  
Jessica L. Alquist ◽  
Roy F. Baumeister
Keyword(s):  
Information Seeking ◽  
Potential Outcomes ◽  
Food Hoarding

AbstractWhen an environment is uncertain, humans and other animals benefit from preparing for and attempting to predict potential outcomes. People respond to uncertainty both by conserving mental energy on tasks unrelated to the source of the uncertainty and by increasing their attentiveness to information related to the uncertainty. This mental hoarding and foraging allow people to prepare in uncertain situations.

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