Team reflections, team mental models and team performance over time

2020 ◽  
Vol 26 (1/2) ◽  
pp. 143-168
Author(s):  
Evi Kneisel
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Complex Problem ◽  
Daily Routine ◽  
Content Type ◽  
Team Mental Models ◽  
Team Outcomes ◽  
Positive Effects ◽  
Research Fields ◽  
Over Time

Purpose Although previous research proved positive impacts of team reflection on team outcomes, especially team performance and innovation, there are only a few insights in to which factors (mediators) account for these positive effects and over what period these effects unfold (temporal effects). To close this gap, this paper aims to investigate the direct effects of team reflection on team performance over time, as well as indirect effects because of the development of similar and accurate team mental models to explain this relationship. Design/methodology/approach Within a longitudinal experimental study on 22 student project teams working on a complex problem-solving task, the effects of repeated team reflection interventions on the development of team performance and team mental models over six measuring times were analysed. Findings Results show that team reflections caused significant increases in team performance and team mental models over time. Results also provide evidence that team mental models’ quality mediates the effects of team reflections on team performance. Research limitations/implications The results are interesting for both research fields, team reflection and team mental models, as the findings indicate the merits of recurrent reflection for improving team mental models’ quality. Practical implications For organisational practice, the question of how reflection processes can be deliberately triggered in teams and effectively integrated into the daily routine should be considered. Originality/value The findings accentuate the role of team reflections for improving team performance team mental models over time. By continuous reflecting teams increase awareness and insights into effective team processes and strategies (i.e. shared and accurate team mental models), which lead to better performance.

How teams perform under emergent and dynamic situations: the roles of mental models and backup behaviors

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zikai Zhou ◽  
Pilar Pazos
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Dynamic Environment ◽  
Strong Relationship ◽  
Mediation Effects ◽  
Content Type ◽  
Team Members ◽  
Team Mental Models ◽  
Theoretical Support ◽  
Task Requirements

Purpose The purpose of this study is to evaluate the roles of team mental models (TMMs) and backup behaviors for teams operating under emergent and dynamic situations. Specifically, the authors used a biased-corrected bootstrapping approach to assess the mediation effects of backup behaviors between the similarity of TMMs and team performance. Design/methodology/approach TMMs are a representation of the common understanding and beliefs in terms of task requirements or teamwork skills among different team members. It has wide implementations in various teams that are required to adapt quickly to an emergent and dynamic environment. The construct of TMMs has been studied extensively in previous literature, indicating a strong relationship between TMMs and team performance. However, how TMMs affect team performance under emergent and dynamic situations is only partially understood. Findings The findings of this study suggest that the similarity of task-focused mental models positively affects team performance through the mediation effects of backup behaviors. In contrast, the similarity of team-focused mental models does not positively affect backup behaviors and team performance. Originality/value This study contributes to the TMMs literature by investigating how teams perform in an emergent and dynamic environment. It not only provides theoretical support to the similarity of TMMs–backup behaviors–team performance relationships but has important implications in terms of team training and decision-making for teams operating under such conditions.

Leader–follower narcissism and subgroup formation in teams: a conceptual model

2019 ◽  
Vol 34 (6) ◽  
pp. 429-442 ◽  
Author(s):  
Manuel London
Keyword(s):  
Team Performance ◽  
Team Identification ◽  
Goal Congruence ◽  
Content Type ◽  
Team Outcomes ◽  
Performance Pressure ◽  
Proposed Model ◽  
Leaders And Followers ◽  
Trait Activation ◽  
And Performance

Purpose Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance. Design/methodology/approach The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories. Findings Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance. Practical implications Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers. Originality/value The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.

The effects of shared leadership on team performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiyeong Han ◽  
Jeewhan Yoon ◽  
Woojae Choi ◽  
Gyehoon Hong
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Mediating Effect ◽  
Conservation Of Resources ◽  
Team Leaders ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
High Level ◽  
Task Oriented

PurposeThis study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.Design/methodology/approachMulti-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.FindingsA high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.Practical implicationsBy focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.Originality/valueThis study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.

Exploration on the Malaysian adolescents’ understanding towards concepts of physical activity, perceived facilitators and barriers in practising an active lifestyle

2020 ◽  
Vol 122 (10) ◽  
pp. 3151-3164
Author(s):  
Sharifah Intan Zainun Sharif Ishak ◽  
Yit Siew Chin ◽  
Mohd Nasir Mohd Taib ◽  
Zalilah Mohd Shariff
Keyword(s):  
Physical Activity ◽  
Peer Influence ◽  
The Body ◽  
Daily Routine ◽  
Security Issue ◽  
Active Lifestyle ◽  
Content Type ◽  
Positive Effects ◽  
Facilitators And Barriers ◽  
Malaysian Adolescents

PurposeThis study aimed to explore the understanding of Malaysian adolescents towards concept of physical activity (PA) and their perceived facilitators and barriers in practising an active lifestyle.Design/methodology/approachUsing a quota sampling method, a total of 12 focus group discussions (FGDs) were performed at two secondary schools, which were randomly selected in Selangor. This study involved 72 adolescents (males = 51.4%, females = 48.6%) aged 13–14 years. Based on ethnicity, there was an equal number of Malay, Chinese and Indian participants (n = 24, 33.3%). For analysing the outcome from the FGDs, thematic analysis was applied.FindingsThe adolescents perceived exercise and PA as structured games. They perceived that exercise could have positive effects on the body, appearance and health, and PA as a daily routine. Common differences between exercise and PA were based on frequency, intensity, energy and venue. Perceived facilitators in practising an active lifestyle include concern about body or health, have companions, familial or peer influence, availability of facilities in the neighbourhood and have scheduled time for exercise. Time constraint, no motivation, physically unwell or tired, no companion, security issue at playground or exercise facilities or venue, and weather were mentioned as barriers in practising an active lifestyle.Originality/valueThis study contributed to an improved understanding of the adolescents’ concept of PA, as well as their perceived facilitators and barriers in practising an active lifestyle. The study suggested that health intervention should embrace a way of promoting the immediate advantages of practicing an active lifestyle in order to reinforce the importance of an active lifestyle among adolescents. Furthermore, future intervention should emphasise on educating the adolescents on ways to cope with environmental barriers when practicing an active lifestyle.

The impact of workplace bullying on hotel employees’ well-being

2019 ◽  
Vol 31 (4) ◽  
pp. 1702-1719 ◽  
Author(s):  
Fu-Sung Hsu ◽  
Yuan-an Liu ◽  
Sheng-Hshiung Tsaur
Keyword(s):  
Organizational Justice ◽  
Workplace Bullying ◽  
Well Being ◽  
Content Type ◽  
Workplace Friendship ◽  
Positive Effects ◽  
Hotel Employees ◽  
Research Fields ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this study was to investigate the moderating effects of organizational justice and workplace friendship on the relationship between workplace bullying and hotel employees’ well-being.Design/methodology/approachThe research sample included 310 entry-level employees of international tourism hotels in Taiwan. This study adopted hierarchical regression for data analysis.FindingsThe study found that workplace bullying negatively impacted on hotel employees’ well-being. Organizational justice and workplace friendship had significantly positive effects on hotel employees’ well-being. Compared with workplace friendship, organizational justice had a significant moderating effect on the relationship between workplace bullying and hotel employees’ well-being.Originality/valueIn the research fields of hospitality, past studies failed to use organizational justice and workplace friendship to moderate the relationship between workplace bullying and hotel employees’ well-being. This study confirmed that organizational justice could effectively buffer the negative effect of workplace bullying on hotel employees’ well-being.

Back and Forth: Using Conversation Analysis to Explore Dialogues of Sharedness of Mental Models

2020 ◽  
Author(s):  
Sue Yi ◽  
Nicole B. Damen ◽  
Christine A. Toh
Keyword(s):  
Conversation Analysis ◽  
Mental Models ◽  
Design Process ◽  
Team Performance ◽  
Future Research ◽  
Design Teams ◽  
Design Practice ◽  
Team Mental Models ◽  
Different Types ◽  
Design Activities

Abstract Shared mental models have been shown to enhance team performance. However, research has not observed the different types of sharedness of mental models that may uniquely impact the design process. Therefore, this study examines the types of sharedness of mental models that occur in design teams using Conversation Analysis on data collected from two design teams that performed activities in the early design process in a controlled lab environment. Designers were asked to develop an agreed upon list of ranked design principles, and then generate one or two solutions using the list. These design activities allow for the examination of the varying ways that designers share knowledge, negotiate, and reach understanding. Through our analysis, we identify characteristics of conversation that designers used to build shared understanding. Our results also show how team mental models are built from patterns of conversation that are evident during open-ended and unstructured design discussions. This work sets a foundation for future research to gain a deeper understanding of how designer mental models are shared in unstructured conversations that take place during design practice.

Do great teams think alike? An examination of team mental models and their impact on team performance

Surgery ◽  
2017 ◽  
Vol 161 (5) ◽  
pp. 1203-1208 ◽  
Author(s):  
Aimee K. Gardner ◽  
Daniel J. Scott ◽  
Kareem R. AbdelFattah
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Team Mental Models

A longitudinal comparison of customer satisfaction and customer-company identification in a service context

2016 ◽  
Vol 27 (5) ◽  
pp. 730-750 ◽  
Author(s):  
Min-Hsin Huang ◽  
Zhao-Hong Cheng
Keyword(s):  
Customer Satisfaction ◽  
Customer Loyalty ◽  
Service Firms ◽  
Relationship Dynamics ◽  
Content Type ◽  
Positive Effects ◽  
Complementary Role ◽  
Longitudinal Comparison ◽  
Company Identification ◽  
Over Time

Purpose Customer satisfaction (CS) and customer-company identification (CCI) are two important relational constructs and play a complementary role in the service-profit chain. Drawing from the theory of relationship dynamics, the purpose of this paper is to define CS velocity and CCI velocity as the rate and direction of change in CS and CCI, respectively. A comparison of the relative effects of CCI velocity and CS velocity on customer loyalty is done through a latent growth curve modeling approach. Design/methodology/approach A conceptual model is developed and empirically tested based on four waves of a longitudinal survey of 213 restaurant customers. Findings The results show that both CCI velocity and CS velocity have positive effects on customer loyalty. More importantly, the effects of CCI velocity on customer loyalty over time are stronger than those of CS velocity. The moderation analysis further shows that the higher the frequency of visits to the service firm, the stronger the effects of relationship velocity on customer loyalty. Practical implications The results provide new insights for service marketing managers by suggesting that, to benefit the long-term effectiveness of relationship investments, service firms should shift the priority from increasing CS to engendering CCI. Originality/value This paper contributes to the theory of relationship dynamics by conceptualizing new constructs of CS velocity and CCI velocity and by empirically comparing their relative effects on customer loyalty over time.

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