3,201 research outputs found

    The effect of personality on collaborative task performance and interaction

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    Collocated, multi-user technologies, which support group-work are becoming increasingly popular. Examples include MERL's Diamondtouch and Microsoft's Surface, both of which have evolved from research prototypes to commercial products. Many applications have been developed for such technologies which support the work and entertainment needs of small groups of people. None of these applications however, have been studied in terms of the interactions and performances of their users with regards to their personality. In this paper, we address this research gap by conducting a series of user studies involving dyads working on a number of multi-user applications on the DiamondTouch tabletop device

    Energy’s Role in the Extraversion (Dis)advantage: How Energy Ties and Task Conflict Help Clarify the Relationship Between Extraversion and Proactive Performance

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    While academic and practitioner literatures have proposed that extraverts are at an advantage in team-based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project-based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team-based work

    AN EXTENDED ADAPTIVE STRUCTURATION THEORY FOR THE DETERMINANTS AND CONSEQUENCES OF VIRTUAL TEAM SUCCESS

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    Virtual teams represent an organizational form which can revolutionize the workplace and provide organizations with unprecedented levels of flexibility and responsiveness. Extant reviews on virtual team research lack in two important aspects: First they do not explain the inconsistencies in virtual team research, and second they fail to explain how virtual teams achieve success. This paper, based on an extensive literature review of available research on virtual teams, identifies key drivers of virtual team effectiveness. Integrating the identified drivers, it develops a conceptual, analytical framework with 9 propositions, to explain virtual teams’ path to success. The new framework is termed as EAST (extended adaptive structuration theory). It goes beyond the generalized frameworks, such as AST (Adaptive Structuration Theory) and Input- Output frameworks to identify virtual team specific constructs such as Mission, Emergent Socio- Emotional States, and Individual Dimension. EAST identifies potential areas of future research for scholars, and provides advice to IS professionals regarding how to deploy virtual teams

    Leader personality and team adaptive performance in virtuality contexts: how extraversion and openness to experience impact virtual teams

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    At the latest, since a global pandemic has propelled individuals into home office, team virtuality has become the new normality. This thesis examined the mediating mechanisms team perceived virtuality in the relationship between leader personality and team adaptive performance. The model was tested in a sample of 37 teams (163 individuals) with different degrees of team virtuality. While leader extraversion did not predict higher team proximity, leader openness to experience predicted increased communication effectiveness in teams with a high degree of structural virtuality. Differently as assumed by prior findings, extraversion and openness to experience in leaders did not increase team adaptive performance. The findings suggest that the existing big-five personality framework is not sufficient to explain leadership and team performance in virtual teams. They also offer new insights into the mechanisms of team perceived virtuality.Recentemente, desde que uma pandemia a nĂ­vel mundial impeliu os indivĂ­duos para o trabalho remoto, as equipas virtuais tornaram-se a regra. Esta dissertação examinou os mecanismos de mediação da virtualidade percebida pela equipa na relação entre a personalidade do lĂ­der e o desempenho adaptativo da equipa. O modelo foi testado numa amostra de 37 equipas (163 indivĂ­duos) com diferentes graus de virtualidade de equipa. Enquanto que a extraversĂŁo do lĂ­der nĂŁo foi preditorade uma maior proximidade da equipa, a abertura Ă  experiĂȘncia do lĂ­der foi preditora da eficĂĄcia na comunicação virtual. Contrariamente a conclusĂ”es de estudos anteriores, a extraversĂŁo e abertura Ă  experiĂȘncia dos lĂ­deres nĂŁo aumentou o desempenho adaptativo da equipa. As constataçÔes sugerem que o actual modelo de personalidade dos Big-five possa ser insuficiente para explicar a liderança e o desempenho da equipa em equipas virtuais. TambĂ©m oferece novas perspectivas sobre os mecanismos da virtualidade percebida pela equipa

    Examining Trust and Reliance in Collaborations between Humans and Automated Agents

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    Human trust and reliance in artificial agents is critical to effective collaboration in mixed human computer teams. Understanding the conditions under which humans trust and rely upon automated agent recommendations is important as trust is one of the mechanisms that allow people to interact effectively with a variety of teammates. We conducted exploratory research to investigate how personality characteristics and uncertainty conditions affect human-machine interactions. Participants were asked to determine if two images depicted the same or different people, while simultaneously considering the recommendation of an automated agent. Results of this effort demonstrated a correlation between judgements of agent expertise and user trust. In addition, we found that in conditions of high and low uncertainty, the decision outcomes of participants moved significantly in the direction of the agent’s recommendation. Differences in reported trust in the agent were observed in individuals with low and high levels of extraversion

    The Role of Culture and Personality in the Leadership Process in Virtual Teams

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    Leadership is a key challenge of virtual teams. A particular leadership style, namely inspirational leadership, which is a sub-category of transformational leadership, has been found to be especially suited for the study of highly diverse teams. Virtual team leaders increasingly have to manage global virtual teams that contain members from different cultural backgrounds and value orientations. This study answers a call of incorporating the role of individual-level attributes and dispositions as moderators of inspirational leadership effects, considering cultural and individual values of followers in a virtual setting. Results reveal the importance of inspirational leadership influencing attitudinal outcomes (trust in leadership and cohesion). Furthermore, the effect of leadership is shown to be dependent on cultural as well as personal values of followers indicating the need to consider individual factors in the process of managing virtual teams

    Leadership, Trust, and Effectivemess in Virtual Teams

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    Many organizations are using virtual teams to meet the increasing time and quality expectations of contemporary marketplaces. While virtual teams present advantages for cost control, access to expertise, and serving markets, they also engender practical challenges as a result of the geographic and temporal distribution of members. Previous research has suggested several factors that are critical for the functioning of virtual teams. We build upon this research with an exploration of the relationships between team leader personality, team member trust, and perceived team effectiveness in virtual teamwork. Participants in the study included 873 virtual team members within a combined government and commercial engineering environment. Our findings suggest that multiple facets of a team leader’s personality have a significant impact on team effectiveness, but this effect is largely mediated through team trust. Implications for organizational managers, virtual team leaders, and the research community are discussed

    Gewinner und Verlierer von Telearbeit?: Eine Metaanalyse der Vorhersagekraft von Personlickeit auf die Leistung von Telearbeitern

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    This meta-analysis investigates the relationship between teleworkers’ personality traits and his/her performance. Drawing on Tett and Burnett’s (2003) trait activation theory and the Big Five model in personality theory (Costa & McCrae, 1992), this research also examines if social, organizational, and task characteristics moderate these associations. Ten studies with 23 effect sizes were included in a random-effects model. The results established significant small positive effect sizes for emotional stability and conscientiousness with teleworkers’ job performance and correspond with and expand prior research. No significant negative relation between extraversion and teleworkers’ job performance was found which contradicts prior research. Task interdependence moderated the relation between emotional stability and conscientiousness with job performance. However, due to the low number of studies and their overall moderate study quality, this review can only draw preliminary conclusions
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