CONFLICT, CONFLICT MANAGEMENT, AND PERFORMANCE IN ERP TEAMS

2007 ◽  
Vol 35 (8) ◽  
pp. 1035-1048 ◽  
Author(s):  
Huey-Wen Chou ◽  
Ying-Jung Yeh
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Critical Role ◽  
Management Strategies ◽  
Team Process ◽  
Erp Implementation ◽  
Team Members ◽  
Implementation Team ◽  
Positive Effects ◽  
And Performance

The effects of team process on team performance in ERP implementation teams were investigated. Data collected from 103 companies in Taiwan that had completely or mostly implemented ERP systems were analyzed. We found positive effects of cohesiveness on team performance, which suggests the critical role of cohesiveness on determining ERP implementation team success. The significant direct and positive effects of problem-solving and compromising strategy on team performance partially conform to previous research (Montoya-Weiss, Massey, & Song, 2001). The results suggest that in order to deal effectively with different degrees of conflict situation, team members ought to learn various conflict management strategies.

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.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

Cultural values, entrepreneurial team structure and performance of SMEs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Bashokuh-E-Ajirloo ◽  
Bahman Khodapanah ◽  
Mehdi Alizadeh ◽  
Mehdi Ebrahimzadeh
Keyword(s):  
Cultural Values ◽  
Team Performance ◽  
Discriminant Validity ◽  
Content Type ◽  
Team Members ◽  
Team Structure ◽  
Entrepreneurial Teams ◽  
Reliability Indicator ◽  
Entrepreneurial Team ◽  
And Performance

PurposeThe main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.Design/methodology/approachData used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.FindingsResearch finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.Originality/valueThese studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

Meeting mirth: The critical role of impression management and humor style in meetings

2019 ◽  
Vol 32 (1) ◽  
pp. 23-48
Author(s):  
John Crowe ◽  
Michael Yoerger ◽  
Mackenzie Harms ◽  
Nale Lehmann-Willenbrock ◽  
Joseph A. Allen
Keyword(s):  
Impression Management ◽  
Online Survey ◽  
Critical Role ◽  
Management Strategies ◽  
Humor Styles ◽  
Working Adults ◽  
Positive Effects ◽  
Aggressive Humor ◽  
Meeting Satisfaction

Abstract Drawing from theory on humor styles, impression management, and workplace meetings, we conducted two survey studies of working adults to examine the role of positive and negative humor on meeting satisfaction. We began by investigating the positive effects of humor on meeting satisfaction as moderated by impression management. In an online survey of working adults, we found that humor use in meetings was positively related to meeting satisfaction. Impression management moderates this relationship, such that the positive relationship between the use of humor in meetings and meeting satisfaction is significantly stronger for individuals who report relatively low impression management. In a second study, we investigated perceptions of impression management use in meeting humor. Using an experimental 2×2 factorial design, we investigated how use of impression management strategies differentially impacts meeting attendees’ perceptions of humor styles. We found that affiliative humor resulted in greater meeting satisfaction than aggressive humor. Furthermore, use of impression management enhanced meeting satisfaction following aggressive humor and diminished meeting satisfaction following affiliative humor.

The Impact of Trust on Virtual Team Effectiveness

2014 ◽  
Vol 4 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Yasser A. El-Kassrawy
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Structural Equations ◽  
Team Members ◽  
Competitive Environments ◽  
Team Satisfaction ◽  
And Performance ◽  
The Impact

Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.

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.

Attack, Damage and Carry: Role Familiarity and Team Performance in League of Legends

2018 ◽  
Vol 62 (1) ◽  
pp. 130-134 ◽  
Author(s):  
Joshua A. Eaton ◽  
David J. Mendonça ◽  
Matthew-Donald D. Sangster
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Positive Impact ◽  
Social Constructs ◽  
Data Set ◽  
Team Members ◽  
Gaming Environment ◽  
And Performance ◽  
The Impact ◽  
League Of Legends

Objective: This research studies the impact of role familiarity on team performance by examining performance of the “Carry” role in the Multi-player Online Battle Arena gaming environment, League of Legends™. Background: Roles are typically defined as stable patterns of expectations, relationships, and behaviors. As social constructs, roles therefore include notions of status, relationships with additional social actors, and of defined sets of behaviors tied to the assigned role. We hypothesize that the importance of role familiarity in teams is mediated by the nature and extent of team members’ experience working together in defined roles. Methods: The data set used for this study is from League of Legends’ Application Program Interface and consists of ranked match play from 2011–2016. Results: ANOVA and visualization techniques are used to explore match-level data in order to address the proposed research questions. The proportion of time the same team member is assigned to the “Carry” role (role familiarity) has a direct and positive impact on team performance. Conclusions: This study shows how objective, detailed data on teamwork may be used to provide insights into questions of the composition and performance of teams. Additionally, the results illustrate the importance of role familiarity in the performance of teams. Application: This research highlights the value and feasibility of studying virtual teams for new insights into team performance.

Study of Team Management and Performance with Linear Regression: A Empirical Study Based on 12 Step Method

2017 ◽  
Vol 14 (1) ◽  
pp. 168-176
Author(s):  
Jian Yu ◽  
Weichu Xu ◽  
M Rogers
Keyword(s):  
Team Performance ◽  
Business Students ◽  
University Student ◽  
Team Management ◽  
Step Method ◽  
Team Members ◽  
Student Teams ◽  
Teamwork Skills ◽  
And Performance ◽  
The Relationship

Teamwork skills have becoming an important asset that employees can bring into an organization. How to make employees work with other team members and make team effective is an important issue in business education. In order to make sense which factors in team management will help improve team performance, we try to design a test among students. In this paper, we focus on using 12-step method to help business students acquire their teamwork skills and improve their team performance in class, and propose and examine several hypotheses on the relationship between 12-step and their impact on team performance with a dataset collecting from university student teams. The results show that initial sharing, continuous sharing and feedbacks are positively associated with team performance, but expectation, equity and celebration are negatively associated with team performance. The findings provide some insights about how to apply different steps in different environments, and show that some measures and steps should be paid more attention in training in a firm or other organizations.

Collective orientation and its implications for coordination and team performance in interdependent work contexts

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vera Hagemann ◽  
Greta Ontrup ◽  
Annette Kluge
Keyword(s):  
Team Performance ◽  
Nuclear Power ◽  
Power Plants ◽  
Task Complexity ◽  
Fire Service ◽  
Human Beings ◽  
Content Type ◽  
Team Members ◽  
Collective Orientation ◽  
And Performance

Purpose This paper aims to explore the influence of collective orientation (CO) on coordination and team performance for interdependently working teams while controlling for person-related and team variables. Design/methodology/approach A total of 58 two-person-teams participated in a simulation-based firefighting task. The laboratory study took 2 h for each team. The effects of CO in tasks of increasing complexity were investigated under the consideration of control variables, and the relations between CO, coordination and team performance were assessed using a multivariate latent growth curve modeling approach and by estimating indirect effects in simple mediation models. Findings Team members high on CO performed significantly better than low-scoring members. The effect of CO on team performance was independent from an increasing task complexity, whereas the effect of CO on coordination was not. The effect of CO on team performance was mediated by coordination within the team, and the positive relation between CO and performance persists when including group efficacy into the model. Research limitations/implications As CO is a modifiable person-related variable and important for effective team processes, additional research on factors influencing this attitude during work is assumed to be valuable. Practical implications CO is especially important for highly interdependently working teams in high-risk-organizations such as the fire service or nuclear power plants, where errors lead to severe consequences for human beings or the environment. Originality/value No other studies showed the importance of CO for coordination and team performance while considering teamwork-relevant variables and the interdependence of work.

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