Dynamics between member replacement and team performance:the role of members' relative attributes

Analysing the 367 member replacement acts in the 2014 FIFA World Cup tournament, we uncover important dynamics between member replacement and team performance. We find that poor team performance leads to substitutions with more competence gains (or with less competence loss), that substituting and substituted members’ functional background dissimilarity improves subsequent content-related team performance (i.e. scoring more goals), and that their competence superiority is associated with the speed of team performance turnaround (i.e. scoring goals faster). Going beyond contrasts between teams with and without membership change, the paper highlights the importance of substituting and substituted members’ relative task-related attributes and provides a more nuanced understanding of the complex phenomenon of team membership change. Furthermore, the paper extends the methodological spectrum of dynamic team composition research from predominantly laboratory experiments with short-lived student groups performing cognitive tasks to field studies with real-life work teams performing action tasks.\u3cbr/\u3

Hoe teams deadlines halen : een aanzet tot team-timemanagement

Dit artikel geeft een overzicht van de stand van zaken in de wetenschappelijk literatuur ten aanzien van de vraag hoe teams hun deadlines halen. Het beschikbare materiaal wijst erop dat teams beter in staat zijn om deadlines te halen als teamleden, naast een gemeenschappelijke visie op het team en de taak, ook overeenstemming hebben over de tijdgerelateerde aspecten van de taakuitvoering. Aandacht voor tijd bij het voorbereiden, uitvoeren, bewaken en bijsturen van teamactiviteiten blijkt van cruciaal belang voor de vorming van deze zogenaamde gedeelde cognities van tijd en het realiseren van effectieve, gesynchroniseerde actiepatronen. Deze inzichten vormen een eerste aanzet tot theorievorming over team-timemanagement en een bijbehorende onderzoeksagenda op basis waarvan dit begrip en de praktische toepassing ervan verder uitgewerkt kunnen worden

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

How supervisors' reminders relate to subordinates' absorption and creativity

Purpose – This study aims to examine supervisors' temporal reminders and subordinates' pacing style as they relate to employees' absorption in work tasks, and subsequently creativity. Design/methodology/approach – The study involved a weekly diary study among 32 employees of an IT-development department of a large multinational. An initial questionnaire measured employees' pacing style and their perceptions of supervisors' temporal reminders, after which participants completed a weekly survey for four consecutive weeks to report on their levels of task absorption and creativity. Findings – Whereas supervisors' temporal reminders related positively with task absorption for individuals who scored high rather than low on the deadline action pacing style, they related negatively to task absorption for those high rather than low on the steady action and the U-shaped action pacing styles. Moreover, task absorption fluctuated consistently with individual creativity. Research limitations/implications – The way individuals allocate efforts over time is not only related to the resources they invest in activities but also to their creativity. Practical implications – The findings suggest that creativity requires that employees find the time and space to fully immerse in their work. Supervisors can facilitate this process by customizing their leadership practices to individual differences in time use. Social implications – In an increasingly time-pressured corporate society, an effective management of temporal strategies is important to ensure sustained employee well-being as well as the quality of products in terms of creative solutions. Originality/value – This study is the first to show that supervisors' temporal reminders relate positively to task absorption, and subsequent creativity levels, but only for specific pacing styles

Dynamics of team cognition and team adaptation : introduction to the special issue

Although cognitions are known to play a major role in team adaptation, the cognitive dynamics underlying a team’s responsiveness are poorly understood. The studies brought together in this special issue break new ground in this area. In this introductory article, we offer a brief summary of the research field, provide an overview of the contributions, and suggest directions for future research

Creativiteit en innovatie : introductie op het thema

In deze introductie op het themanummer van Gedrag & Organisatie schetsen we kort de stand van zaken binnen het wetenschappelijk onderzoek naar creativiteit en innovatie. Vervolgens introduceren we de zes bijdragen van dit themanummer. We sluiten af met een korte conclusie

Pacing style diversity and team collaboration:The moderating effects of temporal familiarity and action planning.

This study addresses the value of both task- and team-focused processes in dealing with temporal diversity in teams. Particularly, we focus on team diversity in pacing styles (i.e., team members’ differences in how to distribute efforts over the available time in working toward deadlines). In a cross-sectional survey study of 38 consultancy teams, we examined the joint moderating effects of action planning and temporal familiarity on the relationship between pacing style diversity and team collaboration. Pacing style diversity tended to be negatively associated with team collaboration under most levels of action planning and temporal familiarity. Pacing style diversity and team collaboration related positively only when both action planning and temporal familiarity were high. This moderating effect was mediated by temporal consensus (i.e., team members’ shared understanding of the temporal aspects of executing collective tasks). Thus, the co-occurrence of action planning and temporal familiarity is particularly important for temporally heterogeneous teams to collaborate effectively by facilitating a shared perspective on the team’s temporal approach to the task

How project groups achieve coordinated action: A model of shared cognitions on time

This chapter addresses how project teams achieve coordinated action, given the diversity in how team members may perceive and value time. Although synchronization of task activities may occur spontaneously through the nonconscious process of entrainment, some work conditions demand that team members pay greater conscious attention to time to coordinate their efforts. We propose that shared cognitions on time – the agreement among team members on the appropriate temporal approach to their collective task – will contribute to the coordination of team members’ actions, particularly in circumstances where nonconscious synchronization of action patterns is unlikely. We suggest that project teams may establish shared cognitions on time through goal setting, temporal planning, and temporal reflexivity

Team self-regulation and meeting deadlines in project teams : antecedents and effects of temporal processes and individual satisfaction

In a longitudinal study among 48 project teams, we investigated how temporal consensus (i.e., the extent to which team members have a shared understanding of the temporal aspects of their collective task) affects the ability of teams to establish coordinated action and meet deadlines. In addition, we examined temporal planning, temporal reminders, and temporal reflexivity as antecedents of temporal consensus. Our findings indicate that temporal consensus facilitates meeting deadlines through improved coordinated action. Furthermore, the development of temporal consensus is promoted by temporal planning in early project stages and by an increase in the exchange of temporal reminders in later project stages. Temporal reflexivity does not contribute to temporal consensus. Rather, our findings suggest that teams engage in reflexivity because they disagree about time

Success factors for sourcing teams : how to foster sourcing team effectiveness

Cross-functional sourcing teams have become a popular coordination mechanism to organize company procurement activities. However, many of these teams fail to meet management’s long-term expectations. A lack of sourcing-specific team research obstructs a clear understanding of the factors that drive sourcing team performance. In the present study, we identified three major dimensions of sourcing team success. Apart from general overall team effectiveness and supply base management effectiveness, sourcing teams need to effectively cooperate with other stakeholders within the firm in order to secure purchasing cost savings and supplier contracts. Additionally, we identified factors that underlie sourcing team success, based upon extensive survey data taken from members, leaders, and managers of 59 (cross functional) sourcing teams in twelve large, multinational companies. Our study revealed that different success factors drive different sourcing team effectiveness dimensions. Also, we found a seemingly contradictory need for both autonomy and formalization to ensure sourcing team effectiveness on all three dimensions. The latter seemed particularly important for teams with high levels of functional diversity