Team Performance Management: Volume 27 Issue 1/2

Shouting across the digital divide: the import of social interactions in virtual teams

Bryan L. Rogers, Laura T. Madden, Leah K. Grubb, Joy H. Karriker

The purpose of this study is to extend the current understanding of virtual team (VT) workers’ willingness to continue working in VTs and the forces driving their affective…

Financial performance of fluid teams with undifferentiated member roles: the impact of vertical and horizontal team familiarity

Foster Roberts, Milorad M. Novicevic, Christopher H. Thomas, Robert Kaše

This paper aims to examine how team familiarity, as a social resource accumulated through vertical and horizontal exchanges, in teams with undifferentiated member roles may…

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

Vera Hagemann, Greta Ontrup, Annette Kluge

This paper aims to explore the influence of collective orientation (CO) on coordination and team performance for interdependently working teams while controlling for…

The four-phase team adaptation process: a first empirical investigation

Eleni Georganta, Katharina G. Kugler, Julia A.M. Reif, Felix C. Brodbeck

Several theoretical models have been developed to describe the process of successful team adaptation. Testing the models through empirical research is lacking. This study aims to…

Using social network analysis to measure transactive memory systems

Kylie King, Tracy Sweet

This study aims to explore how social networks could be used in the measurement of transactive memory systems (TMS) or other team constructs and provide motivation for future…

Leader dark personality and team agreeableness: a recipe for volatile team performance

Nishant Uppal

This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance…

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

Zikai Zhou, Pilar Pazos

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…

Vain or able? Strong inference and the efficacy debate

Shelby John Solomon, John Harrison Batcherlor

This study aims to address the efficacy debate by exploring the nature of how prior team level performance affects future performance. That is, the purpose of this study is to…

Job crafting and psychological capital: a multi-level study of their effects on innovative work behaviour

Jin-Feng Uen, Rama Krishna Kishore Vandavasi, Kun Lee, Prasanthi Yepuru, Vipin Saini

This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap).

Understanding how team process-sequences emerge over time and their relationship to team performance

Eleni Georganta, C. Shawn Burke, Stephanie Merk, Franziska Mann

The purpose of this study was to explore the team process-sequences executed within and across performance episodes and their relation to team performance. In doing so, this…