Subjects: Other Disciplines >> Synthetic discipline submitted time 2023-10-09 Cooperative journals: 《心理科学进展》
Abstract： Team virtuality refers to the extent to which team members disperse in different working locations and collaborate through use of virtual communication tools. Many organizations have reacted to the development of digital economy by enhancing team virtuality. However, whether team virtuality is beneficial or detrimental to team performance is still unclear in the extant literature. This not only leads to a lack of systematic and integrated understanding on the effects of team virtuality, but also confuses practitioners on whether they should enhance team virtuality, and if yes, then on how to leverage team virtuality to improve team performance. To address this research question and grasp the means to maximize the benefits and minimize the drawbacks of team virtuality, the current project comprising three studies investigates the dynamic contingency factors, mechanisms, and intervention strategies that could influence the effect of team virtuality on team performance. First, based on the team development theory, this project explores the moderating of team development stage that could influence the relationship between team virtuality and team performance. Specifically, team virtuality is expected to inhibit team performance during the team welcoming stage, but enhance team performance during the team working and wrapping-up stages. Second, drawing upon the team development theory and the literature on teams as information processors, this project investigates the underlying mechanisms whereby team virtuality promotes or inhibits team performance as well as the relative strengths of these effects and mechanisms at different stages of team development. Specifically, team virtuality simultaneously enhances team performance through team information transfer capabilities and decreases team performance through team members' intention to share information. The positive effect of team virtuality on team performance is stronger than the negative effects during the team welcoming stage, while the negative effect of team virtuality on team performance is stronger than the positive effects during the team working and wrapping-up stages. Third, this project explores team leaders' intervention strategies on the effects of team virtuality on team performance during different team development stages. It suggests that team leaders could enhance the positive effect and weaken the negative effect of team virtuality on team performance by implementing Team-ICT matching intervention during the team welcoming stage, conducting process monitoring during the team working stage, and giving performance feedback during the team wrapping-up stage. This project contributes to the literature on team virtuality by constructing a novel and systematic theoretical framework for understanding the double-edge effects of team virtuality. It also provides valuable management insights into how organizations can select and train team leaders, and how team leaders can enhance their management capabilities in virtual work environments. Key words
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Leader group prototypicality refers to the subordinates’ perception of the extent to which a team leader was representative of the collective identity. A number of studies have investigated the positive consequences of leader group prototypicality, while some scholars proposed that leader group prototypicality probably induced negative results. Whether leader group prototypicality simultaneously leads to both positive and negative effects, however, is far less clear to date. Drawing from the self-categorization theory and the social identity theory, we argued that leader group prototypicality not only facilitated subordinates’ self-categorization into their teams, but also engendered their social-categorization tendencies in the multi-team context. With this argument, we examined the distinct mechanisms simultaneously and independently occurring between leader group prototypicality and intra-team collective citizenship behavior via the subordinates’ intra-team identification. We also inspected the relationship between leader group prototypicality and inter-team collective deviance via the subordinates’ perception of inter-team distinctiveness. To test our model, we conducted a survey on 257 subordinates and 72 team leaders from 4 companies in the Guangdong province. The survey questionnaires were distributed and coded on an online survey system. All respondents were informed of the confidentiality of their responses. In an attempt to avoid the common method bias, we collected multiphase multisource data from the subordinate and the team leader. In phase 1, subordinates were invited to report their evaluation on the leader group prototypicality and control variables. In phase 2, subordinates were invited to self-report their intra-team identification and their perception of inter-team distinctiveness. Similarly, team leaders were invited to report their intra-team collective citizenship behavior, their inter-team collective deviance as well as other related variables. Empirical results supported our postulation that leader group prototypicality was a double-edge sword in the multi-team context. Specially, with respect to the intra-team process, leader group prototypicality was positively related to subordinates’ intra-team identification, and subordinates’ intra-team identification was positively related to intra-team collective citizenship behavior. Subordinates’ intra-team identification mediated the indirect effect of leader group prototypicality on intra-team collective citizenship behavior. Meanwhile, with respect to the inter-team process, leader group prototypicality was also positively related to subordinates’ perception of inter-team distinctiveness, and subordinates’ perception of inter-team distinctiveness was positively related to inter-team collective deviance. Subordinates’ perception of inter-team distinctiveness mediated the indirect effect of leader group prototypicality on inter-team collective deviance. Moreover, intra-team self-categorization and inter-team social categorization represented unique systems. In other words, intra-team identification was not significantly related to inter-team collective deviance, nor perception of inter-team distinctiveness was significantly related to intra-team collective citizenship behavior. With these findings, we make several contributions to the literature and management practice. First, we addressed the question whether leader group prototypicality could simultaneously cause beneficial and damaging results. Second, we identified the differential indirect effects of leader group prototypicality on subordinate behavior. Third, our work provided evidence and complemented the traditional focus on intra-team context by drawing our attention to the underlying inter-team process of leader group prototypicality. Finally, our work helped to build a comprehensive framework for understanding the double-edge sword effects of leader group prototypicality in the multi-team system. From a practical point of view, our study raised our attention of the co-existed positive and negative effects of leader group prototypicality, and recommended managers to adopt remedies in promoting the positive effects while prohibiting the negative ones.
Subjects: Management Science >> Development and Management of Human Resources submitted time 2023-03-19
Abstract：
Team virtuality refers to the extent to which team members disperse in different working locations and collaborate through use of virtual communication tools. Numbers of organizations have reacted to the development of digital economy and the impact of COVID-19 pandemic by enhancing team virtuality. However, whether team virtuality is beneficial or harmful to team performance is still unclear in the extant literature, confusing practitioners on whether they should enhance team virtuality, and if yes, then on how to leverage team virtuality to improve team performance. Relying on team development perspective, this project aims to address these important questions: Whether and why team virtuality lead to both positive and negative effects of team performance and how can team leaders intervene such effects? Towards this end, three studies would be conducted: ①The differential effects of team virtuality on team performance varying as team development stage; ②The positive and negative mechanisms linking team virtuality to team performance and the dominant mechanism in different team development stage; ③The effective interventions team leader can take to enhance the positive effects while buffer the negative effects of team virtuality on team performance in different team development stage. The novelty of this project: Provide a novel and integrative theoretical framework for interpreting the double-edged sword effects of team virtuality on team performance; Provide a new perspective for team leaders to intervening the effects of team virtuality on team performance based on different team development stage.
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