Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict

The increased use of teams in organizations, coupled with an increasingly diverse workforce, strongly suggests that we should learn more about how team diversity affects functioning and performance. The purpose of this study was to explore the differential impact of surface‐level diversity (gender, ethnicity), deep‐level diversity (time urgency, extraversion), and two moderating variables (team orientation, team process) on relationship conflict over time. Hypotheses were tested by tracking 45 student project teams in a longitudinal design. Results revealed that team orientation and team process moderated the diversity–conflict link. Specifically, team orientation helped to neutralize the negative effects of surface‐level (gender) diversity on relationship conflict. In a similar manner, team processes worked to weaken the deleterious effects of deep‐level diversity (time urgency) on relationship conflict. In addition, relationship conflict resulted in lower perceived performance by team members. Copyright © 2004 John Wiley & Sons, Ltd.     

Human capital diversity in the creation of social capital for team creativity

We highlight the social aspects of team creativity by proposing that team creativity is influenced by two types of team social capital: bridging and bonding social capital. Going beyond the structural perspective, we posit that team‐level human capital diversity is one of the potential antecedents of social capital for team creativity. We suggest that network structures are formed by teammates' interactions, which are largely the result of differences in their individual characteristics. The results of an empirical study using 36 teams of MBA students showed that the interaction of team‐bridging social capital with team‐bonding social capital was positively and significantly related to team creativity. Knowledge variety and knowledge disparity had a joint effect on team‐bridging social capital, and knowledge separation was negatively related to team‐bonding social capital. Moreover, team social capital mediated the effects of knowledge diversity on team creativity. Our study has several important implications for team creativity, social networks, and diversity research. Copyright © 2013 John Wiley & Sons, Ltd.     

Bracketing team boundary spanning: An examination of task‐based,team‐level,and contextual antecedents

There is growing recognition that teams do not function in a vacuum and that external boundary activities are important predictors of team performance, effectiveness, and knowledge sharing. In the past, researchers have focused on the effects of team composition or task characteristics as antecedents of critical boundary spanning activities. However, less effort has been directed at understanding how antecedents at multiple levels can simultaneously influence boundary spanning behavior in teams. This paper takes stock of over 20 years of research on the topic of team boundary spanning. Adopting a “bracketing” approach etc., we develop a multi‐level theoretical model to guide future research on the determinants of team boundary spanning. This model specifies task‐based, team‐level, and contextual antecedents of team boundary spanning and outlines the contingencies shaping the emergence of effective boundary‐management behavior in teams. Copyright © 2008 John Wiley & Sons, Ltd.     

A pleasure working together? The effects of dissimilarity in team member conscientiousness on team temporal processes and individual satisfaction

In this study of 43 student project teams, we tested a multi‐level mediation model of the relationship between dissimilarity in conscientiousness, team temporal processes, and team member satisfaction. We distinguished between individual‐level dissimilarity in conscientiousness (i.e., the distance between an individual member and his or her team mates), and team‐level dissimilarity in conscientiousness (i.e., the overall dissimilarity within the team). Individual‐level dissimilarity in conscientiousness had a direct negative effect on team members' satisfaction with the team, but did not affect their satisfaction with the team's performance. Team‐level dissimilarity in conscientiousness indirectly affected both types of satisfaction negatively as it impeded early agreement about the temporal aspects of task execution, which, in turn, hindered coordinated action in later stages of team task execution. Copyright © 2008 John Wiley & Sons, Ltd.     

Differential treatment within sports teams,leader–member (coach–player) exchange quality,team atmosphere,and team performance

Using the leader–member exchange (LMX) theory as a theoretical framework, the present study focused on the occurrence of differential treatment by leaders on social and task‐related issues within teams. It was investigated whether team members' perceptions of the frequency and degree of social and task‐related differential treatment by the leader were associated with their evaluation of team atmosphere and team performance, in addition to the effects of the quality of their own working relationship with the leader (LMX quality). The context of this study consisted of interdependent sports teams. The participants were 605 players belonging to 69 amateur sports teams playing various team sports such as soccer, hockey, and basketball. Social differential treatment was negatively associated with team atmosphere and unrelated to team performance. In addition, it was found that the two forms of task‐related differential treatment included in this study were unrelated to team atmosphere and were differently associated with team performance. The results are discussed with reference to the existing leadership literature. Copyright © 2010 John Wiley & Sons, Ltd.     

The impact of team familiarity and team leader experience on team coordination errors: A panel analysis of professional basketball teams

To explore the dynamics involved in team coordination, we examine the impact of team familiarity and team leader experience on team coordination errors (TCEs). We argue that team familiarity has a U‐shaped effect on TCEs. We study the moderating effects of team leader prior experience and team leader team‐specific experience on the association between team familiarity and TCEs. We use panel data on teams from the National Basketball Association to test the hypotheses. Our findings support the U‐shaped relationship between team familiarity and TCEs and the moderating effect of team leader team‐specific experience on this relationship. The paper advances research on errors in organizations by analyzing the antecedents of TCEs, so far an underexplored empirical phenomenon. Moreover, it contributes to research on coordination in teams by empirically examining the interplay between formal and informal coordination mechanisms. Copyright © 2015 John Wiley & Sons, Ltd.     

Team creativity/innovation in culturally diverse teams: A meta‐analysis

This meta‐analysis investigates the direction and strength of the relationship between diversity in culturally diverse teams and team creativity/innovation. We distinguish the effects of two diversity levels (i.e., surface level vs. deep level) in culturally diverse teams and examine the moderators suggested by the socio‐technical systems framework (i.e., team virtuality and task characteristics in terms of task interdependence, complexity, and intellectiveness). Surface‐level diversity in culturally diverse teams is not related to team creativity/innovation, whereas deep‐level diversity in culturally diverse teams is positively related to team creativity/innovation. Moreover, surface‐level diversity in culturally diverse teams and team creativity/innovation are negatively related for simple tasks but unrelated for complex tasks. Deep‐level diversity in culturally diverse teams and team creativity/innovation is positively related for collocated teams and interdependent tasks but unrelated for noncollocated teams and independent tasks. We discuss the theoretical and practical implications.     

Team job‐related anxiety and creativity: Investigating team‐level and cross‐level moderated curvilinear relationships

Researchers have examined the effects of individual job‐related anxiety on employee attitudes and behaviors but have yet to examine whether team job‐related anxiety would have similar or different effects. Building on prior research on negative group affective tone and creativity, we propose that team job‐related anxiety has an inverted U‐shaped curvilinear relationship with both team and individual creativity. Furthermore, we posit that team cooperativeness moderates those curvilinear relationships. Using a two‐wave research design and matched employee‐supervisor data from 290 employees nested in 65 teams, we found support for the proposed inverted U‐shaped relationships. Moreover, the intermediate level of team job‐related anxiety was associated with higher individual creativity in teams with higher cooperativeness. We conclude the study with a discussion of the theoretical and practical implications of our findings.     

Team mental models and team performance: a field study of the effects of team mental model similarity and accuracy

We conducted a field study of 71 action teams to examine the relationship between team mental model similarity and accuracy and the performance of real‐world teams. We used Pathfinder to operationalize team members' taskwork mental models (describing team procedures, tasks, and equipment) and teamwork mental models (describing team interaction processes) and examined team performance as evaluated by expert team assessment center raters. Both taskwork mental model and teamwork mental model similarity predicted team performance. Team mental model accuracy measures were also predictive of team performance. We discuss the implications of our findings and directions for future research. Copyright © 2006 John Wiley & Sons, Ltd.     

Employees' self‐efficacy and perception of individual learning in teams: The cross‐level moderating role of team‐learning behavior

Despite the importance of employee learning for organizational effectiveness, scholars have yet to identify the factors that influence employees' perception of individual learning. This paper identified employees' self‐efficacy as a potential antecedent to their perception of individual learning in the context of teamwork. We also hypothesized that team‐learning behavior had a moderating effect on the relationship between employees' self‐efficacy and their perception of individual learning. We conducted a study of 236 teams working in a retail firm, comprising 236 team supervisors and 1397 employees, and analyzed the data using hierarchical linear modeling. This study revealed that employees' individual‐level self‐efficacy was positively associated with their perception of individual learning in teams. Additionally, team‐learning behaviors moderated the positive relationship between employees' self‐efficacy and the perception of individual learning. This study has theoretical and practical implications for a more nuanced understanding of the perception of individual learning in the context of teamwork. Copyright © 2016 John Wiley & Sons, Ltd.     

Individualism–collectivism and team member performance: Another look

This study revisits the commonplace research conclusion that greater team member collectivism, as opposed to individualism, is associated with higher levels of individual‐level performance in teams. Whereas this conclusion is based on the assumption that work in teams consists exclusively of tasks that are shared, typical teamwork also includes tasks that are individualized. Results of a laboratory study of 206 participants performing a mix of individualized and shared tasks in four‐person teams indicate that heterogeneous combinations of individualism and collectivism are associated with higher levels of team member performance, measured as quantity of output, when loose structural interdependence enables individual differences in individualism–collectivism to exert meaningful effects. These results support the modified conclusion that a combination of individualism and collectivism is associated with higher levels of member performance in teams under typical work conditions; that is, conditions in which the tasks of individual members are both individualized and shared. Copyright © 2011 John Wiley & Sons, Ltd.     

Good acting requires a good cast: A meso‐level model of deep acting in work teams

This study proposes and tests a meso‐level model of deep acting in work teams that draws on emotional contagion theory to explain how shared means of complying with display rules can arise in work teams. We argue that the presence of influential deep actors can lead to greater convergence (lower dispersion) on individual deep acting in the team. That is, team members behave more similarly. When a team has greater convergence, deep acting by individual members should be related to lower emotional exhaustion and higher job satisfaction and in‐role performance. In a sample of mature work teams, these hypotheses received general support. Our findings suggested that team‐level deep acting effects can foster benefits for team members (lower emotional exhaustion and higher satisfaction) and organizations (higher job performance). Copyright © 2014 John Wiley & Sons, Ltd.     

Positive group affective tone and team creativity: Negative group affective tone and team trust as boundary conditions

Drawing on multiple group‐level theories, we explored boundary conditions of the relationship between positive group affective tone (PGAT) and team creativity. We collected data from members and leaders of 68 research and development teams and performed hierarchical linear modeling analyses to test our hypotheses. Consistent with the “group‐centrism” perspective, we found that PGAT was beneficial for team creativity only when team trust was low; when trust was high, PGAT had a negative relationship with team creativity. In accord with the “dual‐tuning” perspective, the positive effect of PGAT on creativity was present only when team trust was low but negative group affective tone was high. We discussed the theoretical and practical implications. Copyright © 2011 John Wiley & Sons, Ltd.     

Collective fit perceptions: A multilevel investigation of person–group fit with individual‐level and team‐level outcomes

This study describes a multilevel examination of person–group (PG) fit perceptions in a sample of 1023 individuals working in 92 teams at a private sector R&D firm. Using confirmatory factor analysis and multilevel random coefficient modeling, we provide evidence that perceptions of team‐level collective fit are unique from aggregated individual‐level PG fit perceptions at the individual and team levels. We demonstrate that collective values‐based and abilities‐based fit perceptions showed unique and positive relationships with team cohesion, team efficacy, and team performance, after accounting for aggregated individual perceptions of PG fit. Results also demonstrate that cohesion partially mediates the relationship between collective fit and team performance. Cross‐level effects were also supported, indicating that collective fit explains additional variance in individual‐level outcomes, beyond individual‐level PG fit perceptions. The usefulness of employing a multilevel approach to studying PG fit is discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

How team helping influences abusive and empowering leadership: The roles of team affective tone and performance

Leaders' perceptions of their teams are critical sources of contextual social information influencing leadership behaviors. In this paper, we extend affect-as-social-information theory to understand how and why team helping behaviors predict leaders' mistreatment of their teams in the form of abusive supervision and positive leader behavior in the form of empowering leadership, both through leaders' perceptions of team positive affective tone. In addition, based on social information processing, we examine the cue of leaders' perceptions of team task performance as a factor that helps us understand when the relationship between positive affective tone and leadership behaviors may be attenuated. In two text-based scenario studies, a video-based scenario study, and a multisource field study, we found evidence that team helping behavior is antecedent to abusive and empowering leadership behaviors and that this relationship is fully mediated by leaders' perceptions of team positive affective tone. Moreover, our results support team task performance as a factor that decreases the degree to which affective tone is related to abusive supervision. We discuss our findings as a caution to scholars' assumptions about the directionality of leader-team influence, emphasizing the need to acknowledge upward effects in workplace mistreatment research in the leader–team relationship.     

Multilevel knowledge and team performance

We examined team performance as it was affected by organizationally supported face-to-face and technology-mediated knowledge practices. Guided by an information processing perspective, we demonstrate from a field study of over 250 teams within a global Fortune 100 technology company that team member participation in face-to-face and technology-mediated knowledge practices (e.g., community of practice (CoP) meeting attendance and use of CoP-related technologies, respectively), and team knowledge sharing practices are positively related to individual team member knowledge. We predicted that absorptive capacity would moderate tacit knowledge relationships with team performance, and that transactive memory would moderate explicit knowledge relationships with team performance. We found that the patterns of relationships differed depending on the measure of team performance. The predictions held for absorptive capacity by tacit knowledge on manager-assessed performance, and for transactive memory by explicit knowledge on customer satisfaction. Additionally, there was a significant direct effect, with no moderation, of tacit knowledge on customer satisfaction. We highlight multilevel modeling for team research and argue for joint consideration of organizational and technology practices. Copyright © 2009 John Wiley & Sons, Ltd.     

Me and us: differential relationships among goal‐setting training,efficacy and effectiveness at the individual and team level

Efficacy‐effectiveness relationships were examined for individual nurses and nursing teams who were either trained or untrained in goal‐setting. At the individual level, positive direct relationships were demonstrated between self‐efficacy and effectiveness, between training and subsequent self‐efficacy, and between training and effectiveness. Initial self‐efficacy also moderated the training‐effectiveness relationship. Nurses low in initial self‐efficacy realized greater effectiveness gains from the training than did nurses high in initial self‐efficacy. At the team level, group efficacy was related to effectiveness, and training was related to subsequent group efficacy, but training was not related to effectiveness, and there were no moderation effects for initial group efficacy. Collective cognition and behavioral plasticity are potential explanations for different effects at the individual and team level and avenues for theory development and future research. Copyright © 2001 John Wiley & Sons, Ltd.     

Antecedents and consequences of empowering leadership: Leader power distance,leader perception of team capability,and team innovation

The evidence that empowering leadership is an effective form of team leadership brings the question on what the antecedents of empowering leadership are into focus. We propose that empowering leadership is driven by considerations of the normative and situational appropriateness of empowering leadership that are associated with leader power distance value and leader perception of team capability. We propose that leader power distance and perceived team capability interact such that the influence of leader power distance on empowering leadership is stronger with higher perceived team capability. We extend our model to show that by affecting empowering leadership, the interaction of leader power distance and perceived team capability indirectly influences team innovation, an important team outcome associated with empowered teamwork. We tested our model in two multisource surveys in China: Study 1 of 84 technical teams and Study 2 of 83 financial service teams. We discuss how our study contributes to empowering leadership theory by providing a theoretical perspective that lends itself well to identifying other trait and situational antecedents of empowering leadership.     

The emergence of team helping norms: Foundations within members' attributes and behavior

This research examined the antecedents of organizational citizenship behavior helping norms in teams, specifically with regard to how members' personality, values, beliefs, and helping behavior predict the emergence of helping norms in newly formed project teams. We drew from theory on emergent phenomena and team composition research to propose and test a compilation model of how helping norms are influenced by having at least one member with particularly low (minimum) or high (maximum) levels of attributes that may influence helping‐norm development (i.e., conscientiousness, agreeableness, other‐oriented values, personal helping beliefs). We further examined the extent to which members' helping behaviors, as rated by peers, predicted helping norms and whether these behaviors mediated the relationship between individual attributes and helping norms. The results of a longitudinal study of 47 student project teams revealed that teams' minimums on agreeableness, other‐oriented values, and personal helping beliefs had direct relationships with helping‐norm emergence, and the effects of agreeableness were mediated through mean helping behavior. By contrast, teams' maximums on these attributes showed no relationships with helping norms, and only a team maximum on agreeableness was associated with teams' mean helping behavior. Copyright © 2011 John Wiley & Sons, Ltd.