Linking organizational identification and employee performance in teams: the moderating role of team-member exchange

2011 ◽  
Vol 22 (15) ◽  
pp. 3187-3201 ◽  
Author(s):  
Yan Liu ◽  
Raymond Loi ◽  
Long W. Lam
Keyword(s):  
Organizational Identification ◽  
Team Member ◽  
Employee Performance ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Moderating Role

The Effect of Person-Team Conscientiousness Fit on Knowledge Sharing: The Moderating Role of Internal Team Environment

2021 ◽  
pp. 105960112098566
Author(s):  
Guozhen Zhao ◽  
Holly H. Chiu ◽  
Hao Jiao ◽  
Meng Yu Cheng ◽  
Ying Chen
Keyword(s):  
Knowledge Sharing ◽  
Team Member ◽  
Polynomial Regression ◽  
Team Environment ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Team Personality ◽  
The Relationship ◽  
Moderating Role

Drawing on studies of person-team fit and theory of team-member exchange, we examined the effect of fit versus misfit between a team member’s conscientiousness and his/her team’s composition of conscientiousness on the member’s knowledge sharing. We hypothesized that person-team conscientiousness fit would lead to more knowledge sharing because a member who fits his/her team with respect to conscientiousness tends to have similar achievement striving with the team and low exchange cost. Using the method of polynomial regression in two studies in different regions and research settings, we obtained consistent results that person-team conscientiousness fit is positively associated with a team member’s knowledge sharing. We further found that internal team environment moderates the relationship between person-team conscientiousness fit and knowledge sharing such that it makes the relationship weaker. Our study demonstrated that to better understand the effect of personality on knowledge sharing in teams, it is beneficial to simultaneously consider the interplay among member personality, team personality, and team contexts.

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

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