Search

An important question in teamwork research is how to maximize performance and the aspects of the team's dynamics and collaboration process that underpin it. Prior research has shown that when team members who are collaborating towards a common purpose experience flow together (team flow; optimal experiences that occur simultaneously at the individual and team levels, entailing deep focus and intrinsic motivation to perform an activity), the team significantly improves its performance and team members experience many positive results at both the individual and team levels. Further advances have built a model of team flow and a means for measuring the construct, as well as qualitative results in business teams to confirm how the elements of team flow interact to generate the positive experiences and higher performance. This study adds practical value to the research by providing proof‐of‐concept for an intervention that promotes team flow in business teams. This cross‐case‐study of 15 teams across five different organizations uses the Team Flow Monitor as a barometer of team health and dynamics, which in turn serves as the centerpiece of an iterative intervention protocol for leading/guiding teams in targeted self‐reflection that can generate virtuous cycles of improving dynamics and performance. In addition to a significant amount of qualitative data confirming the efficacy of the intervention in enabling teams to overcome obstacles and experience more team flow, quantitative analysis of Team Flow Monitor scores showed an increase on average team flow scores across the teams over the course of the intervention (Cohen's d = 0.6). Implications for translating team flow research to field situations are discussed, along with further potential uses of the Team Flow Monitor. [ABSTRACT FROM AUTHOR]

Despite decades of research on teams, there are still gaps in our understanding of motivational dynamics within teams and the emergence of team‐level motivation. We advance a new team motivation model that invokes self‐determination theory (SDT), multilevel theory, emergence processes, and identity construction. Using the conceptualization of motivation offered by SDT, we define team motivation as a collective source of energy driving the direction, intensity, and persistence of team activities. By using SDT to develop the process‐based team motivation emergence model, we describe the role of human psychological needs that are involved in the emergence of this collective construct. An interpersonal feedback loop intertwined with a team process feedback loop predict how team members' individual motivations converge and then transform into team‐level motivation through a process of identity construction. Propositions for testing the model are advanced, as well as suggestions for methodological and analytical considerations. [ABSTRACT FROM AUTHOR]

School improvement depends, fundamentally, upon collective agency—a group capability to work productively together and solve problems. Unfortunately, many schools operate in contexts of adversity that can pose considerable challenges with developing collective agency. Schools serving high-poverty communities of color often face chronic resource shortages, difficulties to reach their students, and negative reputations. Research has shown how such experiences of adversity can invite destructive tendencies that interfere with collective agency—including defensiveness, learned helplessness, and fragmenting conflict. However, prevailing approaches to researching school improvement have obscured insight into how collective agency may develop in adverse contexts. To study this, this paper draws on over 70 hours of participant observation and more than 50 reflective conversations conducted over 1 year with a Californian middle school facing adversity. Drawing on literature about group development and work teams, the article traces interaction patterns in three work groups, including one I led. The study finds clear efforts to develop collective agency at times, but it is a fragile emergence. Across all groups, collective agency becomes enabled when initiative to address a problem combines with manageable tasks, simple solutions, and group affirmation. However, these processes do not enable groups to fully address the complex problems they face, leaving groups vulnerable to recurrent experiences of inefficacy and overwhelm that quash collective agency. The findings offer a new understanding of school improvement amid adversity as a struggle to improve at "the next level of work," calling for reforms designed to sustain a foundation of collective agency. [ABSTRACT FROM AUTHOR]

Older employees often face discrimination and exclusion from work teams. In two scenario studies, we tested the impact of age diversity statements on the representation and inclusion of older employees in teams. In Study 1 (N = 304), participants had to create a team and were either exposed to a diversity statement or not before selecting two teammates from a list of four differing in age and gender. Then, we measured participants' inclusive behavioral intentions towards a new, older member joining this team. Age diversity statements increased the representation but not the inclusion of older individuals in teams. In Study 2 (N = 518), we further manipulated the content of the statement (diversity or diversity and inclusion) and the organizational motive (reputation or change). We replicated the effects of diversity statements on representation. Moreover, statements also increased certain inclusive behaviors, but only when they targeted diversity and inclusion and reflected an organizational commitment to change. Taken together, these results suggest that age diversity statements foster diversity, yet fail to systematically increase inclusion. [ABSTRACT FROM AUTHOR]

Older employees often face discrimination and exclusion from work teams. In two scenario studies, we tested the impact of age diversity statements on the representation and inclusion of older employees in teams. In Study 1 (N = 304), participants had to create a team and were either exposed to a diversity statement or not before selecting two teammates from a list of four differing in age and gender. Then, we measured participants’ inclusive behavioral intentions towards a new, older member joining this team. Age diversity statements increased the representation but not the inclusion of older individuals in teams. In Study 2 (N = 518), we further manipulated the content of the statement (diversity or diversity and inclusion) and the organizational motive (reputation or change). We replicated the effects of diversity statements on representation. Moreover, statements also increased certain inclusive behaviors, but only when they targeted diversity and inclusion and reflected an organizational commitment to change. Taken together, these results suggest that age diversity statements foster diversity, yet fail to systematically increase inclusion.

Incorporating autonomy in teams has been an increasingly popular practice, but the mechanisms that make autonomous teams effective still need to be completely understood. Adopting a multidimensional approach to team effectiveness, the aim of this study was to analyse the mediating role of team members’ supportive behaviours in the relationship between team autonomy and team effectiveness (team performance, team viability, quality of group experience and team process improvement).

Copyright of Ad-gnosis is the property of Ad-gnosis Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: This article aims to analyze the way the leader acts in the development of collective competencies (CC) of fashion work teams, seeking to demonstrate ways in which the leader can collaborate for the development of the collective work. Design/methodology/approach: With a qualitative approach, this paper carried out a case study strategy having the Creation Center of a fashion group from Santa Catarina, Brazil as a research object. Data collection took place through semi-structured interviews and participant observation with 36 employees from 6 work teams from 5 clothing brands. Findings: Our findings make it clear that the leader influences the CC development of fashion work teams. The leader's role becomes essential for directing and developing his team, seeking to encourage participation and cooperation between team members to achieve the objectives and expected results. It was considered that the CC development could be associated with how much the leader represents his team and contributes with guidelines that emphasize the collective and the people and teams' development. The leader who makes the cooperative relationship feasible, encourages effort and promotes cohesion and teamwork tends to collaborate with actions that foster CC development. Originality/value: From a theoretical perspective, it is the first study to analyze empirically the relationship between leadership and CC. A model with 18 guidelines was developed, divided into six determining factors (activity dynamics, team composition, individual characteristics and dispositions, team integration, communication and physical structure) that demonstrated the way the leader collaborates for the CC development. For the fashion industry, this study demonstrates elements capable of assisting collective creativity and the development of fashion collections. [ABSTRACT FROM AUTHOR]

Background. At present, there are no special studies that generally consider the details of the work of the Main Army Supply Committee (Zemgor) with the national minor-ities who worked in its engineering and construction squads. The purpose of this study is to identify a number of specific features of the interaction of Zemgor, as a public organization, with a non-Russian and belonging to a different cultural and religious tradition, the contin-gent of the lower level of these construction teams in the process of their recruitment and functioning to solve national tasks, which, against the background of the coming general crisis, seems very relevant. Materials and methods. This study is based on archival materi-als, organization reports, memoirs and the results of a number of contemporary works. This made it possible to consider aspects of this issue that had not previously attracted the atten-tion of researchers. The article is based on the principles of historicism, objectivity, and complexity. As a methodological basis, general scientific methods of collecting, analyzing and synthesizing historical data, comparative historical and historical genetic methods were used. Results. The features of Zemgor’s work with national minorities are described and considered. Conclusions. The work of the Main Army Supply Committee of the All-Russian Zemstvo and city unions (Zemgor) took place as part of solving an acute nation-wide problem to overcome the shortage of workers. The preparation of the procedure and the subsequent involvement by Zemgor of national minorities in the work was carried out taking into account a wide range of issues necessary for their effective application.

This article aims to establish the state of the art of motivation in work teams in the scientific literature. The research was of a descriptive type in which a bibliometric review scheme was adapted that includes the stages of recovery, migration, analysis, visualization, and interpretation of information. As a result, 59 research articles were obtained from which it stands out that the United States and China are the main scientific producers on the subject. Likewise, production has been constant and balanced in the 2018-2022 period, with research that mainly addressed aspects such as motivation, leadership, work teams, performance, and human talent, among others. Finally, research that addressed the consequences of motivation on the performance of work teams stands out, as well as the effect of leadership and other moderating variables on the motivation of people in work teams. It is expected that studies related to work teams will continue to grow, especially when work dynamics in today's organizations are strongly oriented towards the creation of competitive, high performance, autonomous, and self-regulated work teams. [ABSTRACT FROM AUTHOR]

Copyright of Nordic Early Childhood Educational Research / Nordisk Barnehageforskning is the property of Cappelen Damm Akademisk and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This research aimed to analyze the characteristics of engagement at work by female entrepreneurs who work in multilevel marketing in the city of Belém do Pará, Pará State, Brazil. Therefore, an exploratory and descriptive survey was carried out with non-probabilistic sampling by judgment comprising fifty-seven female entrepreneurs who agreed to participate in the study. Data were obtained by the Utrech Work Engagement Scale (UWES-17) and treated with statistical techniques in the form of frequency distribution and percentage calculations. Results showed high engagement at work with a predominance of vigor and dedication over absorption, presenting 73% of the sample highly engaged, 13% with intermediate engagement, and 14% disengaged. Conclusions indicate that companies and distributors have used adequate strategies to balance demands and resources, enabling engagement in the sales force job. [ABSTRACT FROM AUTHOR]

Purpose – Research has demonstrated that varying degrees and combinations of individual traits, behaviors and characteristics influence the emergence of leaders in teams. While existing models have shown that such variables affect leader choice independently and interactively, the overall findings suggest that there is still a lack of research on a potentially significant factor, the impact of personal reputation on leader selection in autonomous work teams (AWTs), an increasingly ubiquitous team practice in organizations. This preliminary review thus aims to offer a general overview of personal reputation and its effects on leader emergence in the context of AWTs. Design/methodology/approach – By surveying extant literature on team leader emergence, this review has identified that the potential impact of personal reputation on leader selection in teams is significant yet largely ignored. Findings – Models of leader emergence in teams should incorporate the realistic assumption that teams formed in organizations are often comprised of individuals who have information on others either directly or indirectly. Personal reputation based on an individual’s history thus moderates how one’s behaviors or traits exhibited become contextualized in the overall assessment of leader desirability and selection in teams. Research limitations/implications – Based on a review of existing research on leadership emergence and personal reputation, this work contends that the external validity and predictive value of leader emergence models would greatly benefit from the inclusion of employee reputations as a moderating variable in the future assessment of the leader emergence process in AWTs. Practical implications – By designing models that explain the potential effects of personal reputations on leader emergence in self-managed teams, team members and managers can be better elucidated and ultimately improve their understanding of the process of the evaluation and selection of team leaders. Originality/value – Despite the prolific research on leader emergence, there is still a paucity of studies examining personal reputational effects on leader selection, especially in the context of AWTs. This work is the first review piece calling for the inclusion of personal reputation, a substantive factor overlooked and excluded in previous models, to enhance the current understanding of leader emergence in AWTs.

In today's turbulent business environments, work teams frequently face a variety of adverse conditions and, as a result, can experience process breakdowns and performance declines. Despite existing research on team effectiveness, we know very little about what enables teams to "bounce back" from adversity-induced setbacks. This is problematic because such negative experiences can lead to team failure. In response to this, we draw from conservation of resources theory to develop a comprehensive theoretical model of work team resilience that clarifies the meaning of the work team resilience construct and illustrates both how it emerges in an interdependent fashion via critical team-level resources and how it unfolds over time through team processes. In doing so we highlight the compelling phenomenon in which energetic, interdependent team member activity leads to goal attainment during challenging circumstances. We further theorize that work team resilience strengthens over time through mastery experiences, functioning as a self-reinforcing gain spiral. We contribute to the management literature by highlighting the key antecedents and processes that distinguish resilient work teams from brittle ones, including those teams that are merely adaptable and those that excel in stable environments but falter under adversity. We inform practitioners about how to build and sustain resilient work teams. [ABSTRACT FROM AUTHOR]

AbstractThis article gives a contextual understanding of human resource agility by highlighting organizational factors that influence it. The existing literature lacks assessments of the level of knowledge on this subject. The objective of this research was to address this gap by examining scholarly advancements in the area of human resources agility. To accomplish this, researchers reviewed all of the articles that would have been available in various electronic databases up to 2022. Conceptually, the data enabled us to determine that the agility of human resources comprised three connected dimensions: proactivity, resilience, and adaptation. One can acquire these characteristics through I) effective communication, II) delegation of authority, III) decision-making, and IV) work teams. This study also allowed us to suggest a plan for future research on the agility of human resources and other related topics. This article highlights the significance of human resource agility and its potential impact on business competitiveness, particularly in developing nations. It also brings attention to a topic that has limited discussion in academic literature.

Introduction: Due to the increasing complexity and diversity of work tasks in teams, teams need team members who are dedicated and energetic, both characteristics attributed to team members’ work engagement. Especially in the domain of health care, high demands at work impact professionals’ work engagement. Despite teams being the main work unit in this domain, team research on antecedents of work engagement has been neglected. The present study examines the role of team behaviors such as reflection activities in the relationships between demands at work and team members’ work engagement. In doing so, the study aims to extend findings on team behaviors by considering cognitive and work-task related team behaviors as well as team behaviors that focus on emotional aspects. Methods: Data of 298 team members of 52 interdisciplinary teams of health and social care organizations which provide care and assistance were collected in this cross-sectional survey study. Relationships between team demands at work, team learning behaviors, dealing with emotions in the team and team members’ work engagement were estimated in a mediation model using structural equation modeling (SEM). Results: The results indicate that team members’ work engagement is positively related to team learning behaviors and dealing with emotions in the team. Cognitive team demands at work such as the complexity of work tasks, were found to relate positively to team members’ work engagement, while emotional team demands such as the amount of emotional labor at work had a negative relationship. Team learning behaviors and dealing with emotions in the team were found to mediate the relationship between team demands at work and team members’ work engagement. Discussion: Our results provide insights into the actual behavior of teams in the domain of health care, both on cognitive and emotional aspects, and the capability of team learning behaviors and dealing with emotions in the team to mediate the relationship between team demands at work and team members’ work engagement. The findings encourage future researchers and practitioners to address cognitive, emotional and motivational components in team research to provide a better understanding of team conditions, team behavior and team outcomes. [ABSTRACT FROM AUTHOR]

Copyright of Opuntia Brava is the property of Universidad de Ciencias Pedagogicas de Las Tunas, Centro de Documentacion e Informacion Pedagogica and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This article aims to identify the constitutive elements and main collective competencies (CC) in the Lunelli Group Creation Center's work teams, a business group focused on the fashion industry from the state of Santa Catarina in Brazil. Through exploratory and qualitative research, applying the case study strategy, conducted semi-structured interviews (with 36 employees from 6 work teams of the Lunelli Group's brands), and realizing a participant observation. The results demonstrate that the main CC, identified based on their constitutive elements, were the capacities to cooperate, create, planning collection, decision-making, solve problems, approval collection, and meet goals. We believe that these CC will allow organizations to understand teams' collective activities better, making it possible to develop the disabled CC and form the absent CC necessary to improve the team's performance and contribute to the organizational results.

This study examines the benefits to leaders, managers, and employees of developing emotionally intelligent work teams to improve library services and project outcomes. These high performing teams form a cohesive identity based solely upon trust. The characteristics of these groups are considered and their contribution to enhancing organizational wellbeing and performance. Potentially any team is capable of learning these skills by adopting a growth mindset approach to their work. Analyses of the impact of an Emotional Culture and its influence on employee' behavior and attitudes displayed in the work place is also examined. Outcomes are determined by the type of feelings a leader decides to communicate to them nonverbally. Common problems affecting group dynamics were assessed, and emotional intelligence as an effective strategy to resolve team conflict was employed. [ABSTRACT FROM AUTHOR]

جاءت هذه الورقة البحثية لتبيان أثر التمكين على الأداء الوظيفي للعاملين بشركة نفطال فرع ولاية المدية-، حيث تم التطرق إلى تحديد المفاهيم النظرية حول تمكين العاملين وكذلك أهم الأبعاد التي يتضمنها، كما أشرنا إلى الأداء الوظيفي والمفاهيم المتعلقة به، أما الجانب التطبيقي فقد تم الاعتماد على الاستبانة لجمع البيانات . وتوصلت الدراسة لعدد من النتائج أهمها وجود أثر ذو دلالة إحصائية لتمكين العاملين في تحسين الأداء الوظيفي للعمال في المؤسسة الاقتصادية المدروسة. This research paper came to show the effect of empowerment on the job performance of employees, where it was addressed to define theoretical concepts about the empowerment of workers, and we also referred job performance As for the applied side, the questionnaire was relied on to collect data. The study reached a number of results, the most important is the presence of a statistically significant effect to enable workers to improve the job performance.

Best practices in project management have been positioned in the organizational field as a suitable alternative to achieve the planned objectives. Learning capacity is one of the most important advantages of any organization, linked to human talent and business culture. This research sought to establish the relationship between organizational learning capacity and effectiveness in the management of the projects executed. In this study, 192 project managers were surveyed. The data were processed through a multivariate factor analysis method with the purpose of specify the relationship between the proposed variables. This research allowed us to understand learning capacity as a multidimensional variable that positively affects project management.

IntroductionDue to the increasing complexity and diversity of work tasks in teams, teams need team members who are dedicated and energetic, both characteristics attributed to team members’ work engagement. Especially in the domain of health care, high demands at work impact professionals’ work engagement. Despite teams being the main work unit in this domain, team research on antecedents of work engagement has been neglected. The present study examines the role of team behaviors such as reflection activities in the relationships between demands at work and team members’ work engagement. In doing so, the study aims to extend findings on team behaviors by considering cognitive and work-task related team behaviors as well as team behaviors that focus on emotional aspects.MethodsData of 298 team members of 52 interdisciplinary teams of health and social care organizations which provide care and assistance were collected in this cross-sectional survey study. Relationships between team demands at work, team learning behaviors, dealing with emotions in the team and team members’ work engagement were estimated in a mediation model using structural equation modeling (SEM).ResultsThe results indicate that team members’ work engagement is positively related to team learning behaviors and dealing with emotions in the team. Cognitive team demands at work such as the complexity of work tasks, were found to relate positively to team members’ work engagement, while emotional team demands such as the amount of emotional labor at work had a negative relationship. Team learning behaviors and dealing with emotions in the team were found to mediate the relationship between team demands at work and team members’ work engagement.DiscussionOur results provide insights into the actual behavior of teams in the domain of health care, both on cognitive and emotional aspects, and the capability of team learning behaviors and dealing with emotions in the team to mediate the relationship between team demands at work and team members’ work engagement. The findings encourage future researchers and practitioners to address cognitive, emotional and motivational components in team research to provide a better understanding of team conditions, team behavior and team outcomes.

The objective of this paper is to propose a quantitative methodology for the management of work teams through fuzzy logic and analytical network processing (ANP) for managerial decision-making in companies in the small and medium-sized business sectors. Through bibliographic research, the most influential variables were identified. The occurrences of these events were determined by the environment and their respective relevant variables for inclusion in the model. Qualitative data were transformed into quantitative data through fuzzy logic. The interactions of the variables among themselves in ANP were evaluated to estimate the best work teams or the members of each of them. [ABSTRACT FROM AUTHOR]

In this work, we present a teaching experience based on emerging pedagogies and gamification to improve leadership skills and achieve efficient teamwork in scientific-technical areas of Engineering Projects. We designed the contents of a workshop and a virtual tool to create emotional contexts that improved the acquisition of soft skills. The combination of multi-sensory pedagogical strategies and hybrid inductive-deductive methodologies based on tests and team games, inspired by the story line of the classic film "The Seven Samurai" (Kurosawa, 1954), allowed us both to carry out, over a period of two academic years, an "on-the-ground" workshop-game, and a virtual tool to interact in the workshop, while under the COVID-19 restrictions. Despite the different formats and gamification elements used over the two academic years, the metrics for evaluating the efficiency of acquiring these soft skills produced very positive results and, on the whole, did not show significant differences. The cinematographic language and empathy with the story and the characters led the students to identify with and internalize the elements of efficient teamwork and leadership. Movies can provide simple but effective narrative lines on which to build games. Here, we present the contents and details of both workshops as a transferable experience, as well as making the open virtual tool available for the educative community. [ABSTRACT FROM AUTHOR]

Scholars have long wrestled with whether hierarchical differentiation is functional or dysfunctional for teams. Building on emerging research that emphasizes the distinction between power (i.e., control over resources) and status (i.e., respect from others), we aim to help reconcile the functional and dysfunctional accounts of hierarchy by examining the effects of power differentiation on team performance, contingent on status differentiation. We theorize that power differentiation is dysfunctional for teams with high status differentiation by increasing knowledge hiding, which undermines team performance. In contrast, we predict that power differentiation is functional for teams with low status differentiation by decreasing knowledge hiding, which improves team performance. In a field study, we found that power differentiation harmed team performance via knowledge hiding in teams with high status differentiation, but power differentiation had no effect on knowledge hiding or performance in teams with low status differentiation. In an experiment, we again found that power differentiation harmed team performance by increasing knowledge hiding in teams with high status differentiation. However, power differentiation improved team performance by decreasing knowledge hiding in teams with status equality. Finally, in a third study, we confirm the role of status differentiation in making team climates more competitive and examine the effect of power-status alignment within teams, finding that misalignment exacerbates the dysfunctional effects of power differentiation in teams with high status differentiation. By examining how power and status hierarchies operate in tandem, this work underscores the need to take a more nuanced approach to studying hierarchy in teams. Funding: This research is partially supported by the National Natural Science Foundation of China [Grants 71572079 and 71872086]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1540. [ABSTRACT FROM AUTHOR]

Despite the prevalence of hierarchies in work life, much research has focused on their performance outcomes, paying little attention to how hierarchies affect cooperative behavior among the members of organizational units. In an effort to fill this gap, the current research investigates the relationship between the degree of hierarchy and members' helping behavior in organizational work teams. Results from a field study conducted with 393 members of 60 work teams show that, at the team-level, hierarchies are negatively associated with helping behavior in organizational work teams, and that this relationship is moderated by members' perceptions of hierarchy legitimacy. More specifically, when team members perceive the hierarchy to be less legitimate (i.e., less fair and less proper), hierarchy is even more negatively related to helping behavior. Yet, when team members perceive the hierarchy to be more legitimate, hierarchy does not have such a clear effect on members' helping behavior. These findings offer important implications for organizations that seek to foster cooperative behavior among their employees and abolish the detriments of hierarchies in this respect. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Economic Sciences, Management & Commercial Sciences (JESMCS) is the property of Association of Arab Universities and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Revista Sotavento MBA is the property of Universidad Externado de Colombia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Battery Dance is an international nonprofit dance company based in New York City that pivoted their performance, education, and social justice programming to a virtual environment when most arts nonprofits ceased operations during lockdown at the beginning of the COVID-19 pandemic in March 2020. This context provides a unique opportunity to examine organizational resiliency as the product of intergroup relationships where leaders and followers construct joint identities as a form of sensemaking when faced with threats and challenges. A mixed-method research design using Social Identity Theory as a framework utilized the Social Identity Analysis Scale and Identity Leadership Inventory to examine resiliency as a social construct defined by a shared understanding of the fundamental, distinguishing, and innate essence of a nonprofit arts organization. Findings showed that inspirational motivation and leader prototypicality significantly predicted organizational resiliency; creative effort significantly predicted creative performance; and that shared identity moderated creative effort and creative performance. Additionally, subjects showed a high degree of perceived outgroup homogeneity, which produced a sensemaking attribution error that may cause a cognitive dissonance when relational identities emphasize false interpretive structures that define the organization's distinctiveness. Findings confirmed the Social Identity Theory assertion that group identification is a driver behind an organization's potential for organizational resiliency and can be leveraged to inform the design of nonprofit artistic programming and operations. [ABSTRACT FROM AUTHOR]

This article presents the skills necessary for the accounting professional and a guide (framework) to guide the formation of work teams that enhance the development of skills in Accounting students submitted to active teaching methodologies. A systematic literature review was carried out to identify the relevant skills to be investigated in research in Accounting students. After the execution of a pilot test, a controlled quasiexperiment was carried out, based on the active teaching methodology of Challenge Based Learning (CBL), and questionnaires were applied to groups of Accounting students. A total of 251 students from five Higher Education Institutions (HEIs) in the southern region of Brazil participated in the research. In the analysis of the results, tests of variance (ANOVA), chi-square, Tukey's test and descriptive analyzes were performed to confirm the research hypothesis. A systematic review of the literature presents the skills that must be developed in accounting training, and the results of the article present the main variables in the formation of work teams that promote the development of these skills through the use of active teaching methodologies. The contributions, in addition to the literature review, are to provide a guide to subsidize and guide the formation of work teams to boost the development of these skills. In the practical field, the article indicates which variables, in the formation of work teams, can boost the development of skills with a satisfactory degree of intensity, guiding educational initiatives based on active teaching methodologies, serving in the academic field as a reference. [ABSTRACT FROM AUTHOR]

For the last 50 years, sports team samples have played a significant role in mainstream management literature. Prior research has analyzed different kinds of data, such as archival, survey-based, and interviews/observations, from a wide range of sports teams. These teams differ greatly in terms of contexts (i.e., recreational to intercollegiate to professional) and types of interdependence. We explore this body of work and focus on what is germane for the work teams literature as we examine 255 relevant articles spanning the years 1972–2021 in major management, organizational behavior (OB), human resource management (HRM), and strategy journals. Using the input-process-outcome model in our coding process, we identify the relative absence of the study of team processes. We develop a conceptual framework linking team interdependence, team processes, and the initiation and maintenance of these processes. This framework is intended to help guide future research on team processes in the context of sports team samples and enhance the generalizability of this research to the work teams domain. Additionally, we identify an agenda for future research using sports team samples for work groups/teams researchers. Overall, we intend to spur thoughtful and creative future research in the work groups/teams area using the rich field environment that sports teams present. [ABSTRACT FROM AUTHOR]

Introduction: García, Rodríguez, Diaz, and Estrada (1988, p. 70) define the work team as "a highly organized social entity oriented towards the achievement of a common task" who recognize and value their "own functional roles" (Bejarano, 2019, p. 112). For Arrea (2016, p. 97), teamwork "is not an innate quality" and must be learned by applying rules. For Guerrero, Delgado. and Sánchez (2018), researchers and companies agree on the factors that promote teamwork. For their success, organizations need to base their operation on teamwork (Rojas, Jaimes and Valencia, 2018). Beal, Bohlen and Raudabaugh (1964), Shein (1973) and Hersey and Blanchard (1986) define the maturity of a team as the level of development it is in, and it is a function of combining the competencies of its members (Guerrero et al., 2018), measured using a scale to establish the degree of maturity (Guiridkian and Cassanelli, 2010). The S-curve, model functions that grow gradually at the beginning, accelerate in the middle of the period and end slowly, describes and predicts human, animal and product population growth (Aguilar et al., 2012 y Zartha et al., 2017) Method: The present study is quantitative with a descriptive cross-sectional design, which worked with an incidental sample, made up of 32 work teams from 25 manufacturing companies in the city of Chihuahua, whose central inclusion criterion was belonging to the production department. The objective of the study was to graphically develop the development process followed by the work teams, applying the logistic growth curve, with the R(t) equation (Guerrero, 2006), using the group maturity variable (Montanari and Pilatti, 2014), along with over time, relative to the 9 factors established by the Integral and Dynamic Model, applying its measurement instrument (Guerrero, 2013), its justification arises from the fact of having a graphic representation that shows the development of team maturity as a function of the time. Results: S curve was generated using the Group Maturity calculated values, by means of simple linear regression, to determine the time values, at the levels of the maturity scale. The location coefficients were determined, b = 82 and k = 0.26, and the percentages were defined for each development phase of the Integral and Dynamic Model, and their estimated times. Discussion and conclusions: The plotted curve coincides with the curve proposed by Katzenbach and Smith (1995). Using the generated S-curve, percentages were established and limits were defined for each phase of the Integral and Dynamic Model that a work team must go through, as well as the estimated times it may take in each phase. [ABSTRACT FROM AUTHOR]

Capitalizing on team members' knowledge resources is one of the key determinants of the success of a work team, and team leaders play an important role in cultivating team members' motivation to share their knowledge with each other. This study examined the effects of a leader's communicative framing of team goals on individuals' knowledge-sharing intention in a team setting. An experimental study with a 2 (leader's regulatory focus: promotion vs. prevention) X 2 (leader's reward focus: process vs. outcome) factorial design revealed that the leader's process-based reward framing leads to a significantly higher level of knowledge sharing intention than the leader's outcome-based reward framing. This result suggests that a leader's communicative framing that emphasizes and incentivizes collaborative processes as opposed to the team's end outcomes is more likely to encourage team knowledge sharing. [ABSTRACT FROM AUTHOR]

We study employee taking charge behavior in a team context and investigate how it influences social consequences in work teams. Drawing on the person perception perspective and the warmth–competence framework, we develop a theoretical model outlining how coworkers view and react to those team members who take charge more at work. We conducted two studies to test our model. Using a three‐wave, multisource study with a round‐robin design (Study 1), we find that members who take charge relatively more in their work teams tend to be perceived as more competent and are more likely to emerge as informal leaders; however, they are also likely to be seen as less warm and receive less coworker support, especially in teams with a low initiative climate. In a follow‐up vignette experimental study (Study 2), we replicate the results in a more controlled setting and expand our understanding of the social consequences for employee taking charge behavior. We discuss the theoretical and practical implications of these results. [ABSTRACT FROM AUTHOR]

Among the most distinctive features of Chinese Communist Party governance is the frequent deployment of work teams to conduct campaigns, implement policies and troubleshoot crises. An underappreciated aspect of work-team operations from Land Reform to the present has been the active participation of educated intellectuals as key intermediaries between central leaders and grassroots society. Serving in effect as "missionaries" of the Party, intellectual work-team members function as trained "ritual specialists" in carrying out their appointed mission. Although work teams are often not the most efficient or effective means of governance, the impact of work-team experience on team members themselves is consequential. Employing quasi-religious practices designed to promote the ideological incorporation of intellectuals, work teams have helped to forestall the emergence in China of an alienated class of dissidents like those whose criticisms eroded the legitimacy of Communist regimes elsewhere in the world. [ABSTRACT FROM AUTHOR]

The current challenging organizational context demands that organizations adapt quickly and continuously in order to survive and maintain their competitive advantage. Considering this need, one of the responses given by companies has been the valorization of work teams and their capacity for innovation, as well as fostering positive skills and emergent states in employees, such as emotional carrying capacity and affective commitment, respectively. The aim of this research is thus to study the relationship between emotional carrying capacity and group innovation, considering affective commitment as the mediating variable. To test these relationships, an empirical cross-sectional study was conducted including 138 Portuguese work teams belonging to different sectors of activity, composed of 625 members and their respective leaders. The results were analyzed through structural equation modeling (SEM) and showed positive relationships between emotional carrying capacity and affective commitment, as well as between affective commitment and group innovation. In addition, the mediating role of affective commitment in the relationship between emotional carrying capacity and group innovation was also supported. Therefore, the results suggest that a work context in which members openly express their emotions contributes to reinforcing their affective attachment to the group, making them feel more involved and available to test and implement new ideas and procedures. The findings reinforce the benefits of promoting the expression of emotions and the development of healthy bonds between team members. [ABSTRACT FROM AUTHOR]

Purpose: The article analyses the impact of continuous improvement (system and teams) on business sustainability dimensions (social, environmental, operational, and financial) as a competitive strategy to create value for all stakeholders in emerging economy context. Design/methodology/approach: The data collected is from 120 companies of different sizes and 13 different industrial sectors such as food, energy, health, financial services, and logistics in Colombia. The design of multivariate logistic regression is to identify the critical aspects of the continuous improvement practices that significantly affect the dimensions of business sustainability. Findings: The analysis shows that from continuous improvement aspects (system and teams), employee involvement, human talent maintenance, training, and evaluation accompanied by feedback impact business sustainability. These elements impact financial and operational dimensions significantly but in the environmental and social aspects with less intensity. Research limitations/implications: Research is limited to the general sustainability analysis applying resource-based strategy in Colombia. Practical implications: Generate overall awareness of the importance of the equilibrium of sustainability dimensions in strategic planning and implementation in emerging economies. Originality/value: This work applies an empirical study to establish the impact of continuous improvement (system and teams) on each of the business sustainability dimensions (social, environmental, operational, and financial) in companies of emerging economie [ABSTRACT FROM AUTHOR]

The current challenging organizational context demands that organizations adapt quickly and continuously in order to survive and maintain their competitive advantage. Considering this need, one of the responses given by companies has been the valorization of work teams and their capacity for innovation, as well as fostering positive skills and emergent states in employees, such as emotional carrying capacity and affective commitment, respectively. The aim of this research is thus to study the relationship between emotional carrying capacity and group innovation, considering affective commitment as the mediating variable. To test these relationships, an empirical cross-sectional study was conducted including 138 Portuguese work teams belonging to different sectors of activity, composed of 625 members and their respective leaders. The results were analyzed through structural equation modeling (SEM) and showed positive relationships between emotional carrying capacity and affective commitment, as well as between affective commitment and group innovation. In addition, the mediating role of affective commitment in the relationship between emotional carrying capacity and group innovation was also supported. Therefore, the results suggest that a work context in which members openly express their emotions contributes to reinforcing their affective attachment to the group, making them feel more involved and available to test and implement new ideas and procedures. The findings reinforce the benefits of promoting the expression of emotions and the development of healthy bonds between team members.