A Motivational and Social-Comparison Perspective on Team-Member Exchange: Multi-Level Antecedents and Consequences of Relationship Quality in Teams

Team-member exchange (TMX) examines a team member's willingness to exchange ideas, feedback, advice, and support with his or her teammates and the team's willingness to reciprocally provide help and recognition to this individual. I adopt a multi-level motivational perspective on team-based exchanges and examine the motivational antecedents and outcomes of exchanges at both the individual and team levels. I propose that prosocial motivation is an antecedent of team-based exchanges. More specifically, I contend that prosocial motivation in the form of psychological collectivism positively influences TMX and team-level collectivism positively influences TMX-team, and I further contend that a training to improve prosocial competencies within the team provides trait-activating cues that positively moderate these relationships. Further, I contend that prosocial competency training has a positive direct relationship with TMX-team and a negative direct relationship with TMX differentiation. With regards to outcomes, I propose that exchanges have an empowering effect on teams and their members, however this relationship is contingent on TMX differentiation. Using social comparison theory as a conceptual base, I contend that differentiation is indicative of the comparisons that occur in teams. At the individual level, I propose that differentiation allows for comparisons amongst team members with regards to TMX levels and that these comparisons emphasize individual TMX levels; correspondingly, I propose that differentiation positively influences the relationship between TMX and psychological empowerment. At the team level, I propose that differentiation represents a team that isn’t functioning optimally because of the variability in exchange quality, thus I contend that differentiation diminishes the empowering effect of TMX-team. Finally, I argue that empowerment provides a motivational mechanism linking TMX to individual success (task performance and viability) and linking TMX-team to team success (task performance and viability) that is contingent upon the differentiation within the team. I examine my hypotheses through utilizing the Harvard Business Publishing simulation titled "Everest V2" (Roberto & Edmondson, 2011). This teamwork simulation consists of a team of five hikers that are attempting to summit Mount Everest. Using a sample of 295 students who composed 59 teams, I find varied levels of support for my hypotheses. I find that psychological collectivism and team mean collectivism positively influence TMX and TMX-team respectively, however prosocial competency training did not moderate these relationships as proposed. Prosocial competency training surprisingly increased rather than decreased TMX differentiation. With regards to outcomes, TMX promoted peer-rated performance and individual viability through psychological empowerment as predicted, however TMX differentiation did not significantly influence these relationships. At the team-level, TMX-team similarly promoted performance and viability through team empowerment, and TMX differentiation did have a significant influence on these relationships. However, differentiation affected these relationships in the opposite direction than proposed such that the effects were strengthened as differentiation increased. The theoretical and practical implications of these findings are discussed.Ph.D., Business Administration -- Drexel University, 201

The FLUXNET2015 dataset and the ONEFlux processing pipeline for eddy covariance data

The FLUXNET2015 dataset provides ecosystem-scale data on CO2, water, and energy exchange between the biosphere and the atmosphere, and other meteorological and biological measurements, from 212 sites around the globe (over 1500 site-years, up to and including year 2014). These sites, independently managed and operated, voluntarily contributed their data to create global datasets. Data were quality controlled and processed using uniform methods, to improve consistency and intercomparability across sites. The dataset is already being used in a number of applications, including ecophysiology studies, remote sensing studies, and development of ecosystem and Earth system models. FLUXNET2015 includes derived-data products, such as gap-filled time series, ecosystem respiration and photosynthetic uptake estimates, estimation of uncertainties, and metadata about the measurements, presented for the first time in this paper. In addition, 206 of these sites are for the first time distributed under a Creative Commons (CC-BY 4.0) license. This paper details this enhanced dataset and the processing methods, now made available as open-source codes, making the dataset more accessible, transparent, and reproducible.Peer reviewe

Multiple team membership arrangements: putting the worker front and center

There are indicators we are entering a new era for MTM research, by moving beyond the structural approach that has characterized MTM research to date, to focus on important and under-researched issues, such as the nature of employees’ experiences in an MTM context. Although team research suggests that the experiences of members impact team functioning, these lines of reasoning have not, until recently, made their way to MTM research. To overcome this limitation, this symposium showcases five papers that use a variety of theoretical perspectives, research designs (i.e., qualitative, quantitative), contexts (e.g., healthcare, automotive manufacturer, online panels), methodologies, and analytical methods (i.e., meta-analysis, content/thematic analysis). The symposium focuses on surfacing and advancing unanswered questions that extend theory and can offer fruitful directions for MTM research by examining critical individual and team level outcomes (e.g., individual/team performance, individual counterproductive and organizational citizenship behavior, individual learning, individual turnover intentions, organizational commitment) in the experiences of MTM employees across their teams (e.g., goals, functions, roles). We hope to provide a forum to advance unanswered questions that offer fruitful directions for MTM research

New Theoretical Directions in Multiple Team Membership Research: The Employee Experience

This symposium showcases multiple team membership (MTM) employee experiences research that examines critical individual and team-level outcomes (e.g., stress, performance, viability, citizenship behavior, and career-related outcomes) in the following two areas: (a) the experiences of MTM employees across their teams (e.g., teamwork quality, team leadership, team member exchange, identification, transactional attention systems), and (b) the experiences of MTM employees across their various roles (e.g., role ambiguity and variety). Our symposium consists of five papers that extend theory and investigate MTM-related phenomena at the within-individual, individual, and team/project levels of analysis using a variety of theoretical perspectives, research designs, contexts, methodologies, and analytical methods (i.e., archival, field-based, laboratory). We hope to provide a forum to generate new insights, foster discussion, and advance MTM research

Promoting Performance and Positive Organizational Environment Through Multiple Team Membership

Inspired by the Positive Organizational Scholarship Perspective—that is, committed to create and sustain work environments that support human potential, thriving, and wellbeing (e.g., Cameron et al., 2012)—with this symposium we aim to open up this black box and shed light on such complexity by giving answers to a pressing question: how can we design and manage an organizational MTM system that promotes both performance and a positive organizational environment conducive to individual and collective wellbeing and flourishing