The moderating effects of status and trust on the performance of age-diverse work groups

2019 ◽  
Vol 7 (1) ◽  
pp. 56-74 ◽  
Author(s):  
Cara-Lynn Scheuer ◽  
Catherine Loughlin
Keyword(s):  
Group Performance ◽  
Work Groups ◽  
Work Group ◽  
Moderating Effects ◽  
Content Type ◽  
Age Diversity ◽  
The One ◽  
The Relationship ◽  
Status Differences ◽  
Work Group Performance

PurposeThe purpose of this paper is to help organizations capitalize on the potential advantages of age diversity by offering insight into two new moderators in the age diversity, work group performance relationship – status congruity and cognition-based trust.Design/methodology/approachThe authors surveyed 197 employees and 56 supervisors across 59 work groups to test for the moderating effects of status congruity and cognition-based trust on the age diversity, work group performance relationship.FindingsThe results demonstrated, on the one hand, that under conditions of status congruity (i.e. when there were high levels of perceived status legitimacy and veridicality) and/or when perceptions of cognition-based trust were high within the group, the relationship between age diversity and work group performance was positive. On the other hand, under conditions of status incongruity and/or low levels of cognition-based trust, this relationship was negative.Research limitations/implicationsThe findings contribute to the literature by being the first to provide empirical evidence for the theorized effects of status on the performance of age-diverse work groups and also by demonstrating the effects of cognition-based trust in a new context – age-diverse work groups.Practical implicationsArising from the study’s findings are several strategies, which are expected to help organizations enhance perceptions of status congruity and/or trust and ultimately the performance of their age-diverse work groups.Originality/valueThe paper is the first to empirically demonstrate the moderating effects of status congruity and cognition-based trust on the age diversity, work group performance relationship. The study also establishes important distinctions between the effects of objective status differences vs status perceptions.

Seizing the benefits of age diversity: could empowering leadership be the answer?

2021 ◽  
Vol 42 (3) ◽  
pp. 495-515
Author(s):  
Cara-Lynn Scheuer ◽  
Catherine Loughlin
Keyword(s):  
Transformational Leadership ◽  
Group Performance ◽  
Work Groups ◽  
Work Group ◽  
Empowering Leadership ◽  
Content Type ◽  
Positive Effects ◽  
Age Diversity ◽  
Indirect Relationship ◽  
The Relationship

PurposeAcknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration model (CEM) of workgroup diversity as a linchpin in the relationship between empowering leadership and performance in age-diverse work groups. While prior research has focused almost exclusively on the impact of transformational leadership in diverse contexts, few studies have found the positive effects of transformational leadership to be diminished in certain age-diverse contexts. Consequently, the authors investigate whether empowering leadership may be a better approach in this context due to its emphasis on accommodating and participative behaviors.Design/methodology/approachUsing survey data gathered from work group members across a wide array of industries (N = 214), the authors test for the moderating effects of empowering leadership on the relationship between age diversity and work group performance and its indirect relationship via information elaboration (while controlling for transformational leadership).FindingsEmpowering leadership positively moderated the direct relationship between age diversity and work group performance and the indirect relationship via information elaboration, whereas transformational leadership had the opposite effect. “Coaching” and “showing concern/interacting with the team” drove the positive effects of empowering leadership, and “personal recognition” and “intellectual stimulation” predicted the negative effects of transformational leadership.Practical implicationsThis research offers insights into how managers can lead age-diverse work groups more effectively (i.e. by utilizing an empowering as opposed to a transformational leadership approach, with a particular emphasis on “coaching” and “showing concern/interacting with the team” behaviors).Originality/valueThe study identifies an “alternative” moderating contingency to the age diversity–performance relationship (empowering leadership).

Employment arrangements diversity and work group performance

2016 ◽  
Vol 22 (5/6) ◽  
pp. 310-330 ◽  
Author(s):  
Sagi Akron ◽  
Ofek Feinblit ◽  
Shlomo Hareli ◽  
Shay S. Tzafrir
Keyword(s):  
Group Performance ◽  
Work Groups ◽  
Work Group ◽  
Real Life ◽  
Data Set ◽  
Actual Performance ◽  
Content Type ◽  
Work Arrangements ◽  
Unique Data ◽  
Work Group Performance

Purpose The purpose of this study was to explore the relation between diversity in work group members’ employment arrangements and the actual performance of the work groups. Design/methodology/approach A field study was conducted on 31 work groups in a public plant belonging to the industrial sector that constitute a unique data set. The 441 employees are contracted under four significantly different employment arrangements and are mixed together in heterogeneous work groups, but perform similar tasks. Findings The results indicated that the influence of employment arrangement diversity on work group performance is best represented as variation, and work arrangements diversity is positively correlated with improved work group performance. Research limitations The study design prevented assessment of employees’ opinions. Rather, the authors used objective type of employment arrangements as the basis for calculating diversity as separation. Using mean Euclidean distance as suggested by Harrison and Klein (2007), the authors arbitrarily set the distance between two different employment arrangements as one. Practical implications The research results help in the stages of recruiting, structuring and development and application of necessary work team. Formal emphasis of diversity in work arrangements improves performance. Originality/value To the authors’ knowledge, this is one of the first studies using unique data set analyzing real-life team diversity and performance in the public sector. The research highly contributes to organizational decision-making processes regarding the importance of incorporating non-standard work arrangements in organizations. Management’s implementation of formal diversity seems to alleviate the negative sides of diversity and increases its positive performance effects.

The Islamic work ethic among employees in Egypt

2014 ◽  
Vol 7 (2) ◽  
pp. 228-235 ◽  
Author(s):  
Ghada A. El-Kot ◽  
Ronald J. Burke
Keyword(s):  
Work Ethic ◽  
Group Performance ◽  
Work Group ◽  
Future Research ◽  
Content Type ◽  
Islamic Work Ethic ◽  
Relationship Of ◽  
The Relationship ◽  
Unit Performance ◽  
Very High

Purpose – This study aims to examine the relationship of the Islamic work ethic (IWE) and individualism among a large sample of supervisors working in Egypt, replicating earlier work by Ali (2005, 1987). Design/methodology/approach – Data were collected from 484 male and female supervisors working in manufacturing organizations using anonymously completed questionnaires, 48 per cent response rate. Findings – Measures of IWE and individualism were highly reliable and significantly and positively correlated (0.39, p < 0.001), replicating Ali’s work. Males and females scored similarly on both measures. Younger mangers were more individualistic, again supporting Ali’s findings. The Egyptian sample also scored very high on both measures, as do samples from other countries. Factor analysis of the IWE suggested two interpretable factors and the possibility of creating a shorter version of the IWE. Research limitations/implications – An interesting question becomes why are levels of economic performance in these countries relatively low despite very high levels of commitment to the IWE? This raised the issue of potential social desirability in the measure of IWE. Future research must include indicators of both individual and work unit performance to examine this further. Practical implications – Suggestions are offered on ways that organizations can develop reliable and valid measures of the IWE and examine their relationships with actual job and work group performance. Originality/value – Supports continuing research on the usefulness of the IWE concept and measures in management research.

Personality, Cohesion and Performance

Metamorphosis ◽  
2012 ◽  
Vol 11 (2) ◽  
pp. 6-26
Author(s):  
Sapnaa Aeron ◽  
Suman Pathak
Keyword(s):  
Empirical Research ◽  
Group Performance ◽  
Important Determinant ◽  
Work Group ◽  
And Performance ◽  
The Relationship ◽  
Work Group Performance

The paper reviews the personality, cohesion and performance relationship. The paper highlights the personality-cohesion relationship, which requires much needed attention. Although personality and cohesion have been identified as important determinant of work group performance, there are scarcity of studies that focus on the relationship between the two variables. The present paper seeks out to discuss the plausibility of some very few studies, which tried to find out the relationship between personality and cohesion. The paper also highlights the need for future empirical research, which could test this relationship.

Effects of open innovation breadth on industrial innovation input–output relationships

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alejandro Germán Frank ◽  
Guilherme Brittes Benitez ◽  
Mateus Ferreira Lima ◽  
João Augusto Bonzanini Bernardi
Keyword(s):  
Open Innovation ◽  
Transaction Cost Economics ◽  
Secondary Data ◽  
Moderating Effects ◽  
Input Output ◽  
Industrial Innovation ◽  
Content Type ◽  
Innovation Activities ◽  
Industrial Sectors ◽  
The Relationship

PurposeOpen innovation breadth (OIB) considers the diversity of external collaboration partners for innovation. The authors investigate the moderating effect of OIB on the relationship between industrial innovation activities (innovation inputs) and industrial innovation results (innovation outputs).Design/methodology/approachThis study is based on secondary data from the Brazilian innovation survey, representing more than 30,000 innovative companies across 55 industrial sectors.FindingsThis study’s results show that OIB has different moderating effects regarding the several innovation input–output relationships. While OIB benefits some relationships, others are hampered by the diversity of collaboration partners.Originality/valueFew studies have addressed OIB at the macro level. Using the perspective of transaction cost economics (TCE), the authors discuss the contributions and limitations of OIB at the industry level.

Intellectual capital and performance of listed companies: empirical evidence from Italy

2014 ◽  
Vol 18 (1) ◽  
pp. 22-35 ◽  
Author(s):  
Domenico Celenza ◽  
Fabrizio Rossi
Keyword(s):  
Explanatory Power ◽  
Value Added ◽  
Listed Companies ◽  
Cross Sectional ◽  
Content Type ◽  
Accounting Performance ◽  
And Performance ◽  
The One ◽  
Two Stages ◽  
The Relationship

Purpose – The aim of this paper is to investigate the relationship between corporate performance and Value Added Intellectual Coefficient (VAICTM) on the one hand, and the relationship between the variations in market value and the variations in VAIC on the other hand. Design/methodology/approach – Starting from the VAIC model, 23 Italian listed companies were examined with the aim of investigating the relationship between VAIC and the performance of the firms in the sample. The analysis was divided into two stages. In the first stage, eight models of linear regression were estimated to verify the presence of a positive and statistically significant relationship between M/BV and VAIC and between accounting performance indicators (ROE, ROI, ROS) and the VAIC. In the second stage, six other models were tested, considering as an independent variable the variations in VAIC and the variations in profitability indicators. Findings – The outcomes of the application stress the importance of VAIC in the explanation of the variations in MV and its role as “additional coefficient” in the analysis of equity performance. Originality/value – This methodology highlights some very interesting aspects. In particular, whereas the relationship between M/BV and VAIC and between profitability indicators (ROI, ROE, ROS) and VAIC is statistically insignificant, the subsequent analysis highlights the importance of VAIC as a variable capable of increasing the explanatory power of the regression in a cross-sectional perspective.

Service quality and global competitiveness: evidence from global service firms

2017 ◽  
Vol 27 (6) ◽  
pp. 1058-1080 ◽  
Author(s):  
Wenbin Sun ◽  
Jing Pang
Keyword(s):  
Service Quality ◽  
Service Industry ◽  
Situational Factors ◽  
Service Firms ◽  
Moderating Effects ◽  
Multiple Sources ◽  
Content Type ◽  
Global Competitiveness ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to explore the relationship between service quality and firms’ global competitiveness in the service industry. A set of moderating effects is formulated to further reveal how the relationship varies under different situations. Design/methodology/approach This paper tests the model with data collected from multiple sources such as World’s Most Admired Companies and COMPUSTAT. Two types of robust regressions for panel data are employed in the empirical model estimation. Findings Service quality is found to significantly drive global competitiveness. Specifically, its impact is stronger for large service firms and when the global environment is characterized as low munificence, high dynamism, or high complexity. Practical implications The paper provides a set of implications for managers of service firms regarding global expansion and quality management. It generates useful guidelines of maximizing the power of service quality when a firm’s global competitive advantage is considered. Originality/value This paper takes the first attempt to formulate service quality’s influence on firm’s global competitiveness with a consideration of specific situational factors.

Sign in / Sign up

Export Citation Format

Share Document