scholarly journals Examining the relationship between team-level entrepreneurial orientation and team performance

2021 ◽  
Vol 28 (9) ◽  
pp. 1-30
Author(s):  
Anna Wójcik-Karpacz ◽  
Sascha Kraus ◽  
Jarosław Karpacz
Keyword(s):  
Social Exchange ◽  
Team Performance ◽  
Entrepreneurial Orientation ◽  
High Performance ◽  
High Tech ◽  
Mutual Trust ◽  
Content Type ◽  
Team Members ◽  
Individual Scale ◽  
The Relationship

PurposeThis article investigates (in)direct relationships between team-level entrepreneurial orientation and team performance, where team entrepreneurial orientation (EO) is measured as a team-level construct, not as concentration of team members' scores. In this article, the authors present and explore how EO-oriented behaviour within a team affect its performance, taking into account the team's trust in a manager and commitment to team and company goals.Design/methodology/approachThis article focuses on a quantitative analysis of 55 teams operating within a large high-tech manufacturing enterprise, gathered through a traditional survey. The conceptual framework for this research was based on the theories of organisational citizenship, extra-role behaviour and social exchange. The authors explain how contextual factors establish a framework which enables team EO transformation towards higher performance of teams.FindingsThe results show that (team) performance benefits from EO-related behaviours. However, individual dimensions of EO are not universally beneficial and need to be combined with a mutual trust and/or commitment to team enterprise's goals to achieve high performance.Originality/valueThe findings provide important insight into which team factors may be targeted at the intervention or support of team members, including managers and immediate superiors who lack an active personality and are not willing to take risks at workplace. The authors adopted EO instruments, mutual trust and commitment from an individual scale to a team one, and also offer new opportunities to analyse such phenomena from a new level and evaluate them from the perspective of team managers.

Modeling team performance from the perspective of politics and ethical leadership

2019 ◽  
Vol 48 (5) ◽  
pp. 1357-1380
Author(s):  
Chieh-Peng Lin ◽  
Na-Ting Liu ◽  
Chou-Kang Chiu ◽  
Kuang-Jung Chen ◽  
Ni-Chen Lin
Keyword(s):  
Social Exchange ◽  
Team Performance ◽  
Ethical Leadership ◽  
Insurance Industry ◽  
Team Identification ◽  
Content Type ◽  
Member Exchange ◽  
Performance Development ◽  
Indirect Relationship ◽  
The Relationship

Purpose The purpose of this paper is to develop and test a model of team performance by applying social exchange and social capital perspectives in a single model setting. It hypothesizes that team performance is indirectly affected by politics through leader–member capitalization (LMC) and by ethical leadership through leader–member exchange (LMX). Meanwhile, team identification is hypothesized to moderate the relationships between politics and LMC and between ethical leadership and LMX. Design/methodology/approach The hypotheses of this study were empirically tested using a survey of work teams from the banking and insurance industry in Taipei, Taiwan. Findings The relationship between team performance and ethical leadership is fully mediated by LMX, while the indirect relationship between team performance and politics is mediated via both LMC and LMX. Team identification positively moderates the relationship between ethical leadership and LMX. Originality/value This study is one of the few to examine the mediating roles of LMC and LMX simultaneously in team performance development. This study provides several key findings that complement the existing literature by evaluating fresh associations among LMC, LMX and their determinants and moderator.

Leader dark personality and team agreeableness: a recipe for volatile team performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nishant Uppal
Keyword(s):  
Team Performance ◽  
Dark Triad ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Sales Team ◽  
Performance Variability ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship. Design/methodology/approach The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India. Findings From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability. Originality/value The theoretical and practical implications of the study are also discussed.

Better to be flexible than to have flunked

2015 ◽  
Vol 26 (5) ◽  
pp. 823-843 ◽  
Author(s):  
Chieh-Peng Lin ◽  
Sheng-Wuu Joe ◽  
Shih-Chih Chen ◽  
Huei-Jyuan Wang
Keyword(s):  
Team Performance ◽  
Advanced Technology ◽  
High Tech ◽  
Content Type ◽  
Team Efficacy ◽  
Mediating Role ◽  
Service Staff ◽  
Exogenous Factors ◽  
The Relationship

Purpose – High team performance helps achieve several organizational benefits, such as strengthened competitive advantages, enhanced productivity, and higher profits and market share. For these reasons, the purpose of this paper is to propose a model based on the framework of proactive motivation and the theory of collectivism to analyze the formation of service flexibility and team performance. Design/methodology/approach – To test the hypotheses, this study conducts a survey of service staff in teams from high-tech firms in a well-known industrial zone in Northern Taiwan. These teams provide service for their industrial customers. From the survey, this study confirms the full mediating mechanism of service flexibility among the teams. Findings – The test results reveal that service flexibility fully mediates the relationship between team performance and its exogenous factors. Whereas collectivism negatively moderates the relationship between team efficacy and service flexibility, it does not moderate the relationship between service recovery and service flexibility. Furthermore, collectivism positively moderates the relationship between service flexibility and team performance. Originality/value – This study provides important findings that complement previous literature by examining three fresh antecedents for explaining how team performance is motivated by the mediating role of service flexibility and how some of the study’s model paths are moderated by collectivism. The mediating role of service flexibility indicates that managers can apply service flexibility as a firewall that calibrates a team’s input and output. Managers should encourage the application of agile solutions and advanced technology for facilitating team flexibility, consequently improving team performance.

Predicting top management approval and team performance in technology industry

2017 ◽  
Vol 46 (1) ◽  
pp. 46-67 ◽  
Author(s):  
Chieh-Peng Lin ◽  
Min-Ling Liu ◽  
Sheng-Wuu Joe ◽  
Yuan-Hui Tsai
Keyword(s):  
Team Performance ◽  
Previous Literature ◽  
Hierarchical Regression ◽  
High Tech ◽  
Top Management ◽  
Content Type ◽  
Technology Industry ◽  
Team Planning ◽  
Goal Clarity ◽  
The Relationship

Purpose To complement previous research on team performance, the purpose of this paper is to analyze the development of team performance and top management approval at the team level. In the proposed model, team performance and top management approval are influenced by the team leader’s charisma, teamwork exhaustion, and goal clarity via the full mediation of team planning. The effects of the leader’s charisma and goal clarity on team planning are moderated by teamwork exhaustion. Design/methodology/approach Empirical testing of this model based on hierarchical regression modeling, by investigating team personnel in high-tech firms, confirms the applicability of team planning among these firms’ work teams. Findings A team leader’s charisma and goal clarity positively relate to team planning, while teamwork exhaustion is not associated with team planning. Team planning further positively relates to team performance and top management approval, respectively. A team leader’s charisma negatively moderates the relationship between teamwork exhaustion and team planning, while goal clarity positively moderates the relationship between teamwork exhaustion and team planning. Originality/value While previous literature has focused in depth on team planning and its antecedents and outcomes, there still exists an important gap regarding potential moderation in the formation of team planning. This study provides some important findings that complement previous literature by examining three fresh exogenous determinants for explaining team planning, their interaction effects, and how they indirectly relate to team performance and top management approval via the full mediation of team planning.

Understanding the currency of reciprocity in high performing employees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
High Performance ◽  
Leadership Behavior ◽  
Employee Performance ◽  
Content Type ◽  
Team Members ◽  
High Performing ◽  
Member Exchange ◽  
Taking Charge ◽  
Task Oriented ◽  
The Relationship

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concerns itself with the relationship between taking-charge behavior, task-oriented leadership behavior, leader-member exchange (LMX) relationships, and employee performance. The results gleaned from the sales team members at pharmaceutical companies revealed that these employees positively take more charge of their performance when they experience higher LMX, which comes from them outperforming their baseline role expectations in the first place. High performance breeds more high performance through the relationship these employees develop with leaders, and through the reciprocity principle. Task-oriented leaders successfully developed LMX-fueled relationships with high performing employees across three identified stages. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Why won’t task conflict cooperate? Deciphering stubborn results

2014 ◽  
Vol 25 (4) ◽  
pp. 333-358 ◽  
Author(s):  
Misty L. Loughry ◽  
Allen C. Amason
Keyword(s):  
Individual Differences ◽  
Conflict Management ◽  
Team Performance ◽  
Positive Relationship ◽  
Task Conflict ◽  
Empirical Literature ◽  
Content Type ◽  
Team Members ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support. Design/methodology/approach – We review the literature on task conflict and offer explanations for findings that contradict the expected positive relationship between task conflict and team performance. Findings – High levels of correlation among task, relationship and process conflict, and measurement and data analysis issues make it difficult to isolate the effects of each type of conflict. Group-level moderators, including values congruence, goal alignment, norms for debate and the group’s performance history and conflict history affect the relationship between task conflict and performance. The complex relationship between conflict and trust may cause task conflict to have mixed effects on performance. Individual differences and conflict management approaches also affect the relationship between task conflict and performance. Temporal issues and stages of group development are other relevant influences. Practical implications – To better achieve the theorized performance benefits of task conflict, a context characterized by trust is needed. Then norms fostering task conflict can be cultivated and employees can be trained in conflict management. Individual differences that affect team members’ ability to confidently accept task conflict can be considered in selection. Originality/value – Suggestions are presented for future research that may explain discrepant findings in the past empirical literature. In particular, it may be difficult for some team members to perceive task conflict in well-functioning teams. Measures of task conflict that avoid the use of words with a negative connotation should be tested.

Investigating the relationships among team emotional intelligence, trust, conflict and team performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 120-137 ◽  
Author(s):  
Azadeh Rezvani ◽  
Rowena Barrett ◽  
Pouria Khosravi
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Construction Projects ◽  
Large Scale ◽  
Scale Construction ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Team Conflict ◽  
The Relationship

PurposeThe purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance.Design/methodology/approachA sample of 389 team members from 84 project teams in large-scale construction projects was surveyed.FindingsFindings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance.Practical implicationsThe ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams.Originality/valueThis research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.

Team political skill and team performance

2017 ◽  
Vol 32 (3) ◽  
pp. 239-253 ◽  
Author(s):  
Thorsten Semrau ◽  
Norbert Steigenberger ◽  
Hendrik Wilhelm
Keyword(s):  
Team Performance ◽  
Political Skill ◽  
Professional Background ◽  
Content Type ◽  
Team Members ◽  
Individual Level ◽  
Team Commitment ◽  
The Mean ◽  
Team Characteristics ◽  
The Relationship

Purpose The purpose of this paper is to examine the relation between team political skill, i.e., the mean level of political skill among team members, and team performance. Specifically, it proposes that the link between team political skill and team performance is ambiguous and contingent upon a common professional background as well as collective team commitment within the team. Design/methodology/approach Data from 45 service teams with 295 team members and their supervisors were analyzed. Hypotheses were tested using OLS regression. Findings The results show that a common professional background and collective team commitment serve as crucial contingencies for the relationship between team political skill and team performance. Research limitations/implications This study complements previous individual-level research demonstrating a positive relation between political skill and relevant outcomes by highlighting that the link between team political skill and team performance is ambiguous and contingent upon other team characteristics. Practical implications To enhance team performance, managers should carefully consider the interplay between team political skill and other team characteristics when making staffing decisions. Originality/value The study highlights the relation of political skill with team performance and points to a potential downside of political skill in organizations.

Developing vulnerability trust in temporary high performance teams

2015 ◽  
Vol 21 (5/6) ◽  
pp. 231-246 ◽  
Author(s):  
Christian Moldjord ◽  
Anne Iversen
Keyword(s):  
Team Performance ◽  
Interpretative Phenomenological Analysis ◽  
High Performance ◽  
Team Development ◽  
Content Type ◽  
Team Members ◽  
Personal Experiences ◽  
Performance Teams ◽  
Fear Of Rejection ◽  
Depth Interviews

Purpose – The purpose of this paper is to explore one vital aspect of team performance, the development of vulnerability trust in temporary high-performance teams (HPTs), within the context of after-action debriefing sessions. Design/methodology/approach – In-depth interviews were conducted with military aircrew members about sharing vulnerable and personal experiences after action in a war scenario. Interpretative phenomenological analysis was used to analyze the qualitative material. Findings – The study identified six themes that influence the development of vulnerability trust in temporary HPTs: creating familiarity, caring attitude and recognition of other crew members, the power of transparency, fear of rejection, contradictions between team members and the number of listeners in a sharing session. All these themes appeared to have an effect on the development of vulnerability trust. Practical implications – The study shows how vulnerability trust may affect team development and team performance. Social implications – The paper not only specifically provides an insight into the development of trust in HPTs but also helps to broaden the understanding of the importance of trust for team development in general. Originality/value – The paper contributes knowledge on the development of vulnerability trust that is new to research on HPTs, and the study explores how vulnerability trust may affect team development and team performance. The data material for this research has been collected from military operators’ experiences in a war context. Such environments are often shielded from and minimally available for qualitative research.

High-performance work systems and organizational identification

2019 ◽  
Vol 49 (4) ◽  
pp. 939-955
Author(s):  
Fang Liu ◽  
Irene Hau-Siu Chow ◽  
Man Huang
Keyword(s):  
Procedural Justice ◽  
Social Exchange ◽  
Social Identity Theory ◽  
Organizational Identification ◽  
High Performance ◽  
Firm Level ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

Purpose Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID). Design/methodology/approach Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data. Findings Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice. Originality/value This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.

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