Effect of Cohesion on the Curvilinear Relationship Between Team Efficacy and Performance

2017 ◽  
Vol 48 (4) ◽  
pp. 455-481 ◽  
Author(s):  
Won-Woo Park ◽  
Mee Sook Kim ◽  
Stanley M. Gully
Keyword(s):  
Team Performance ◽  
Positive Relationship ◽  
Work Teams ◽  
Contextual Factor ◽  
Curvilinear Relationship ◽  
Team Efficacy ◽  
Nonlinear Relationships ◽  
Low Levels ◽  
And Performance ◽  
The Relationship

Research has generally supported a linear positive relationship between team efficacy and team performance. More recent theories and research suggest, however, that teams can become overly efficacious and team efficacy may exhibit nonlinear relationships with outcomes. The current study investigates the possibility that team efficacy is associated with decreases in team performance when the level of team efficacy is excessively high or low. This study further suggests that cohesion is an important contextual factor that may affect the curvilinear relationship between team efficacy and performance such that high levels of cohesion will magnify the curvilinear relationship whereas low levels of cohesion will flatten the curvilinear pattern. Hypotheses were tested using 324 employees in 34 work teams. Results demonstrate that the curvilinear relationship between team efficacy and team performance was strongest when cohesion was high; the relationship flattened when cohesion was low. Implications and limitations are discussed.

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.

scholarly journals AGENCY CONFLICTS AND OPERATING PERFORMANCE IN AN EMERGING MARKET

2016 ◽  
Vol 14 (1) ◽  
pp. 73-83 ◽  
Author(s):  
Manas Mayur
Keyword(s):  
Positive Relationship ◽  
Emerging Market ◽  
Negative Relationship ◽  
Intermediate Level ◽  
Curvilinear Relationship ◽  
Agency Conflicts ◽  
Ipo Performance ◽  
And Performance ◽  
The Relationship ◽  
Very High

The study examines the relationship between post-IPO performance of 306 Indian firms and the changes in insiders’ ownership around their IPOs? The results illustrated a curvilinear relationship between ownership and performance. Whereas the negative relationship was found for low and very high ownership level and positive relationship was found for intermediate level. This is an attention-grabbing outcome as it contrasts with earlier studies on curvilinear relationship between ownership and performance, where the negative relationship was found for intermediate level and positive relationship was found for both very low and very high ownership level.

Creatief onder druk

2015 ◽  
Vol 28 (2) ◽  
Author(s):  
Paul Boogerd ◽  
Joris van Ruysseveldt ◽  
Karen van Dam
Keyword(s):  
Positive Relationship ◽  
Time Pressure ◽  
Future Research ◽  
Curvilinear Relationship ◽  
Positive Linear Relationship ◽  
Creative Behavior ◽  
Creative Behaviour ◽  
Low Levels ◽  
The Relationship

Creative under pressure: The role of time pressure, creative requirements and creative orientation in creative behavior Creative under pressure: The role of time pressure, creative requirements and creative orientation in creative behavior The increasing turbulence within and around organizations requires employees to work harder and be more creative. This study investigated the relationship between time pressure and creative behaviour, and the role of creativity demands and creative orientation in it. Based on current literature, we predicted that time pressure and creative behaviour would show a curvilinear relationship. Creativity demands and creative orientation were assumed to have a positive linear relationship with creative behaviour and also to moderate the hypothesized curvilinear relationship. The results (N = 192) did not confirm the expected curvilinear relationship between time pressure and creative behaviour. However, we did find a linear positive relationship between time pressure and creative behaviour, while – as expected – creativity demands and creative orientation were positively related to creative behaviour. Moreover, indications were found of an interaction between time pressure and creativity demands: at low levels of creativity demands, time pressure and creative behaviour were positively associated, while at high levels of creativity demands, there was no significant relationship between these variables. Several avenues for future research are presented.

Team Learning Behaviors and Performance: A Meta-Analysis of Direct Effects and Moderators

2021 ◽  
pp. 105960112110169
Author(s):  
Christopher W. Wiese ◽  
C. Shawn Burke ◽  
Yichen Tang ◽  
Claudia Hernandez ◽  
Ryan Howell
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Task Complexity ◽  
Meta Analysis ◽  
Sample Type ◽  
Learning Behaviors ◽  
Learning Teams ◽  
And Performance ◽  
The Relationship ◽  
Team Familiarity

Under what conditions do team learning behaviors best predict team performance? The current meta-analytic efforts synthesize results from 113 effect sizes and 7758 teams to investigate how different conceptualizations (fundamental, intrateam, and interteam), team characteristics (team size and team familiarity), task characteristics (interdependence, complexity, and type), and methodological characteristics (students vs. nonstudents and measurement choice) affect the relationship between team learning behaviors and team performance. Our results suggest that while different conceptualizations of team learning behaviors independently predict performance, only intrateam learning behaviors uniquely predict performance. A more in-depth investigation into the moderating conditions contradicts the familiar adage of “it depends.” The strength of the relationship between intrateam learning behaviors and team performance did not depend on team familiarity, task complexity, or sample type. However, our results suggested this relationship was stronger in larger teams, teams with moderate task interdependence, teams performing project/action tasks, and studies that use measures that capture a wider breadth of the team learning behavior construct space. These efforts suggest that common boundary conditions do not moderate this relationship. Scholars can leverage these results to develop more comprehensive theories addressing the different conceptualizations of team learning behaviors as well as providing clarity on the scenarios where team learning behaviors are most needed. Further, practitioners can use our results to develop more guided team-based policies that can overcome some of the challenges of forming and developing learning teams.

Entrepreneurs and Burnout. How Hardy Pesonality works in this process

2021 ◽  
pp. 003329412199697
Author(s):  
Laura Quiun ◽  
Marta Herrero ◽  
Maria del Carmen Yeo Ayala ◽  
Bernardo Moreno-Jiménez
Keyword(s):  
Emotional Exhaustion ◽  
Descriptive Analysis ◽  
Working Hours ◽  
Burnout Syndrome ◽  
Hierarchical Regression ◽  
Occupational Factors ◽  
Low Levels ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Background Considering the importance of entrepreneurship and the impact of burnout on workers’ health, this study aims to explore the presence of burnout in entrepreneurs and the interaction of hardy personality (HP) in this process. Method The sample included 255 Spanish entrepreneurs. Occupational factors, working hours, labour immersion, HP, burnout syndrome (i.e. Emotional exhaustion, Depersonalization and Lack of accomplishment) and burnout consequences were assessed. Results Descriptive analysis showed that entrepreneurs had low levels of occupational factors, burnout syndrome and consequences. Hierarchical regression exploratory results indicated that working hours, labour immersion, and Emotional exhaustion were the most relevant predictors of the consequences. Besides, mediation models with PROCESS macro (v.3.0) highlighted the indirect effect of occupational factors and showed that emotional exhaustion was the only component of burnout that mediated in between the predictors and the consequences. As well, HP moderated the relationship between occupational factors and emotional exhaustion. Conclusions Occupational factors are the main predictor of burnout in entrepreneurs and HP could prevent their effect on Emotional exhaustion. The results suggest the importance of training to promote HP for better health and performance of entrepreneurs.

scholarly journals The relation between conscientiousness, empowerment and performance

2007 ◽  
Vol 5 (2) ◽  
pp. 62 ◽  
Author(s):  
Riëtte Sutherland ◽  
Gideon P. De Bruin ◽  
Freddie Crous
Keyword(s):  
Information Technology ◽  
Job Performance ◽  
Customer Service ◽  
Employee Empowerment ◽  
Information Technology Professionals ◽  
Curvilinear Relationship ◽  
Social Desirability Scale ◽  
And Performance ◽  
The Relationship ◽  
Service Engineer

This study examined the relationship between conscientiousness, empowerment and job performance among information technology professionals. An Employee Empowerment Questionnaire (EEQ), a Conscientiousness Scale and a Social Desirability Scale were administered to 101 information technology customer service engineers. Managers completed a Performance Evaluation Questionnaire (PEQ) for each customer service engineer. The results indicated a significant relationship between conscientiousness and empowerment. A curvilinear relationship was found between empowerment and performance. The practical and theoretical implications of the findings are discussed.

scholarly journals Green CSR Moderated by Public Visibility and Innovation Performance at Indonesia Companies

2020 ◽  
Vol 24 (1) ◽  
pp. 1
Author(s):  
Rahmat Hidayat, Farah Margaretha Leon
Keyword(s):  
Positive Relationship ◽  
Negative Relationship ◽  
Innovation Performance ◽  
Manufacturing Companies ◽  
Innovation Activities ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

This study aims to analyze the green CSR  of innovation performance  with firms approval variables  and public visibility   can support moderating the relationship of green CSR  and innovation. The research sample was 33 manufacturing companies. The results showed that the  green CSR has a positive and significant effect on innovation . Also, the company approval variable has been proven to moderate the direction of a positive relationship between green CSR and innovation . The results also prove that public visibility is proven to moderate the direction of the negative relationship between green CSR and performance. This study provide information that shows great concern for the environment; it will increase the company in making changes through innovation activities. Also, the higher the company's approval and public visibility, the company will get support from various stakeholders to run the firms. The level of company concern for CSR activities will be a misjudgment for investors.

scholarly journals CEO compensation and performance of state owned enterprises in South Africa

2012 ◽  
Vol 10 (1) ◽  
pp. 97-109 ◽  
Author(s):  
Sam Ngwenya ◽  
Mahlomolo Khumalo
Keyword(s):  
South Africa ◽  
Ceo Compensation ◽  
Positive Relationship ◽  
Board Members ◽  
Total Revenue ◽  
Return On Assets ◽  
Base Salary ◽  
And Performance ◽  
Using Data ◽  
The Relationship

The study investigates the relationship between CEO compensation and performance of State Owned Enterprises (SOEs) in South Africa, using data for the period 2009 to 2011. The results indicated that there exist no positive relationship between CEO compensation and SOEs performance as measured by return on assets. The results also indicated a positive relationship between CEO compensation (base salary) and the size of SOEs as measured by total revenue and number of employees. The results suggest that board members of SOEs in South Africa should hold CEOs accountable for the performance of SOEs, and should not pay huge salaries and bonuses to non performing CEOs.

Uncovering cognitive and affective sources of satisfaction homogeneity in work teams

2017 ◽  
Vol 21 (4) ◽  
pp. 646-668 ◽  
Author(s):  
Benjamin Haarhaus
Keyword(s):  
Job Satisfaction ◽  
Team Performance ◽  
Work Teams ◽  
Working Environment ◽  
Team Members ◽  
Path Analyses ◽  
And Performance ◽  
Team Functioning ◽  
Core Self ◽  
Level Satisfaction

Shared satisfaction in teams is crucial for team functioning and performance. However, it is still unclear how and why team members’ job satisfaction transforms into a shared team property. Based on affective events theory, I test hypotheses about situational, dispositional, and social antecedents of satisfaction homogeneity with a comprehensive model. Path analyses based on data from 415 team members working in 110 teams suggest that job satisfaction homogeneity primarily depends on characteristics of the working environment. Experiencing similar affective job events increased the likelihood of shared satisfaction by inducing shared affect. Team members’ personality traits (core self-evaluations) had indirect and small effects on satisfaction homogeneity. Unlike earlier studies, there was no evidence that social interaction leads to agreement in job satisfaction. Additionally, I partly replicated the finding that satisfaction homogeneity moderates the team-level satisfaction–team performance relationship.

scholarly journals Unpacking the curvilinear relationship between negative affectivity, performance, and turnover intentions: The moderating effect of time-related work stress

2016 ◽  
Vol 23 (3) ◽  
pp. 373-391 ◽  
Author(s):  
Dave Bouckenooghe ◽  
Usman Raja ◽  
Arif Nazir Butt ◽  
Muhammad Abbas ◽  
Sabahat Bilgrami
Keyword(s):  
Job Performance ◽  
Work Stress ◽  
Turnover Intentions ◽  
Negative Affectivity ◽  
Self Regulation ◽  
Future Research ◽  
Curvilinear Relationship ◽  
Low Levels ◽  
Reported Data ◽  
The Relationship

AbstractThis study explores the relationships of negative affectivity with two frequently studied outcome variables job performance and turnover intentions. Conventional wisdom holds that negative affectivity has a harmful impact on both job performance and intentions to leave; however, we propose a more nuanced perspective using empirical and theoretical arguments (e.g., self-regulation theory) to highlight the functional effects of negative affectivity. To test our hypotheses, we collected self-reported and supervisor-reported data from seven organizations in Pakistan. The findings based on data collected from 280 employees show that while negative affectivity is detrimental for job performance, this effect is mitigated as negative affectivity increases. It further shows that the linear negative main effect of negative affectivity on job performance is more pronounced when employees experience less time-related work stress. Finally, the curvilinear relationship between negative affectivity and turnover intentions is moderated by time-related work stress. The relationship has a U shape at high levels of time-related work stress, whereas at low levels it has an inverted U shape. A discussion of the limitations, future research, and implications for theory building and practice conclude the article.

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