The Relationship among team attribute, team identification, sponsor identification, attitude toward corporate sponsor and purchase intension for korean professional esports team

2021 ◽  
Vol 30 (6) ◽  
pp. 513-533
Author(s):  
Yun-Yang Zhang ◽  
Hee-Ji Lee ◽  
Kwang-Min Cho
Keyword(s):  
Team Identification ◽  
Corporate Sponsor ◽  
The Relationship ◽  
Purchase Intension

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

The Role of Functional Diversity, Collective Team Identification, and Task Cohesion in Influencing Innovation Speed

2022 ◽  
pp. 1535-1566
Author(s):  
Jin Chen ◽  
Wei Yang Lim ◽  
Bernard C.Y. Tan ◽  
Hong Ling
Keyword(s):  
Functional Diversity ◽  
Social Identity Theory ◽  
Team Identification ◽  
Implementation Phase ◽  
Software Teams ◽  
Task Cohesion ◽  
Managerial Implications ◽  
Two Phases ◽  
The Relationship

This article opens up the black box of innovation and examines the relationship between functional diversity in software teams and the often neglected dimension of innovation – speed, over the two phases of innovation: creativity and idea implementation. By combining information processing view and social identity theory, the authors hypothesize that when collective team identification is low, functional diversity positively affects the time spent in the creativity phase; however, when collective team identification is high, this relationship is inverted U-shaped. When task cohesion is high, functional diversity negatively affects the time spent in the idea implementation phase; however, when task cohesion is low, this relationship is U-shaped. Results from 96 IT software-teams confirmed the authors' hypotheses. Theoretical and managerial implications are discussed.

The Role of Functional Diversity, Collective Team Identification, and Task Cohesion in Influencing Innovation Speed

2018 ◽  
Vol 26 (2) ◽  
pp. 163-192 ◽  
Author(s):  
Jin Chen ◽  
Wei Yang Lim ◽  
Bernard C.Y. Tan ◽  
Hong Ling
Keyword(s):  
Functional Diversity ◽  
Social Identity Theory ◽  
Team Identification ◽  
Implementation Phase ◽  
Software Teams ◽  
Task Cohesion ◽  
Managerial Implications ◽  
Two Phases ◽  
The Relationship

This article opens up the black box of innovation and examines the relationship between functional diversity in software teams and the often neglected dimension of innovation – speed, over the two phases of innovation: creativity and idea implementation. By combining information processing view and social identity theory, the authors hypothesize that when collective team identification is low, functional diversity positively affects the time spent in the creativity phase; however, when collective team identification is high, this relationship is inverted U-shaped. When task cohesion is high, functional diversity negatively affects the time spent in the idea implementation phase; however, when task cohesion is low, this relationship is U-shaped. Results from 96 IT software-teams confirmed the authors' hypotheses. Theoretical and managerial implications are discussed.

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.

THE RELATIONSHIP BETWEEN TEAM IDENTIFICATION AND WILLINGNESS OF SPORT FANS TO CONSIDER ILLEGALLY ASSISTING THEIR TEAM

2001 ◽  
Vol 29 (6) ◽  
pp. 531-536 ◽  
Author(s):  
Daniel L. Wann ◽  
Jamie L. Hunter ◽  
Jacob A. Ryan ◽  
Leigh Ann Wright
Keyword(s):  
Significant Positive Correlation ◽  
Team Identification ◽  
Current Investigation ◽  
Student Sample ◽  
Sport Fans ◽  
College Student Sample ◽  
Societal Norms ◽  
Social Acts ◽  
The Relationship ◽  
Sizeable Minority

Previous research had indicated that a sizeable minority of sport fans admit a willingness to anonymously injure a star player or coach of a rival team. Highly identified fans were particularly likely to consider these acts. The current investigation attempted to extend the previous work by examining the frequency with which individuals would consider, under the protection of anonymity, engaging in anti-social acts of cheating that are either illegal or violate societal norms. A sizeable minority of a college student sample admitted a willingness to consider a number of such acts and, as hypothesized, there was a significant positive correlation between team identification and reports of willingness.

Second Screen and Sports: A Structural Investigation Into Team Identification and Efficacy

2015 ◽  
Vol 5 (3) ◽  
pp. 288-310 ◽  
Author(s):  
Nicole R. Cunningham ◽  
Matthew S. Eastin
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Structural Investigation ◽  
Electronic Device ◽  
Positive Impact ◽  
Equation Model ◽  
Team Identification ◽  
Second Screen ◽  
The Relationship ◽  
Screen Use

A second screen is defined as a second electronic device used by audience members while watching a television program. While second screen use during sport programming is on the rise, current understanding of second screen use and engagement is lacking. Thus, in an attempt to extend Niche Theory, the current study employs a structural equation model to further understanding of second screen use. Further, to better understand the outcome of second screen use, the current study examines the relationship between team identification, engagement, and self-efficacy with second screen use. Results suggest that engagement and self-efficacy both have a direct influence on attitude, whereas team identification and self-efficacy have a positive impact on engagement. Each of the hypothesized relationships is tested individually as well as in a theoretically constructed model of engagement and use.

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