Conflict, Trust, and Effectiveness in Teams Performing Complex Tasks: A Study of Temporal Patterns

In this study we analyze the evolution of intra-team conflict and trust in teams that perform complex tasks. Using a longitudinal research design with six time intervals over a period of ten months, we collected data on 41 teams. Our findings suggest the existence of two distinct temporal patterns. One pattern develops in a stable manner and is characterized by high levels of trust and relatively low levels of task and relationship conflict. The other pattern is unstable with low, deteriorating levels of trust and high, amplifying levels of task and relationship conflict. These patterns are associated with significant differences in team effectiveness. On a self-perception as well as a stakeholder measure of team effectiveness, teams with stable patterns outperformed teams with unstable patterns.management and organization theory ;

Mapping and managing productive organizational energy over time: The Energy Pattern Explorer tool

To strategically manage the deployment of collective human resources toward performance, managers must recognize, interpret, and align the volatile resources of productive organizational energy. Despite relevant prior work, research and practice still lack a comprehensive approach toward analyzing and managing energy patterns over time. We develop a framework for temporal configurations and prototypical trajectories of productive organizational energy. We then introduce the ‘Energy Pattern Explorer’ as a strategy tool to: (1) identify and predict actual patterns of productive organizational energy in organizations, and (2) suggest energy leadership activities specific to current and anticipated changes and patterns of productive organizational energy. We provide examples of how managers can use this tool and conclude with suggestions for research and practice

Heroes or Villains? Recasting Middle Management Roles, Processes, and Behaviours

Middle management ranks are once again being questioned by scholars and practitioners alike. This introduction to the special issue represents a timely reference point for consolidating, reviving, and guiding the next wave of researchers seeking to engage this debate. We review the foundations and recent advances in middle management research and develop an organizing framework in terms of middle management's organizational roles, coordination processes, and agentic behaviours. We also identify how new ways of organizing, technology, and middle manager needs are changing to shape each of these themes. The collection of works we synthesize in this introduction offer theoretical advances and empirical evidence on how these changes affect middle management roles, processes, and behaviours. We conclude by mapping out promising research avenues for future research in middle management

Mapping and managing productive organizational energy over time: the energy pattern explorer tool

To strategically manage the deployment of collective human resources toward performance, managers must recognize, interpret, and align the volatile resources of productive organizational energy. Despite relevant prior work, research and practice still lack a comprehensive approach toward analyzing and managing energy patterns over time. We develop a framework for temporal configurations and prototypical trajectories of productive organizational energy. We then introduce the ‘Energy Pattern Explorer’ as a strategy tool to: (1) identify and predict actual patterns of productive organizational energy in organizations, and (2) suggest energy leadership activities specific to current and anticipated changes and patterns of productive organizational energy. We provide examples of how managers can use this tool and conclude with suggestions for research and practice

It Matters How Old You Feel : Antecedents and Performance Consequences of Average Relative Subjective Age in Organizations

This article extends the conceptual knowledge of average relative subjective age in organizations by exploring organizational-level antecedents and consequences of employees, on average, feeling younger than their chronological age. We draw from the theories of selection-optimization-compensation and socioemotional selectivity to build a theoretical framework for relative subjective age in organizations. We hypothesize that companies in which employees, on average, perceive themselves to be younger than they actually are have a higher average individual goal accomplishment and, in turn, experience higher company performance. We further hypothesize that employees' average experience of high work-related meaning relates to a lower subjective age in organizations. In addition, we assess the role of environmental dynamism and age-inclusive human resource management as moderators in this theoretical model. Through empirically testing this model in a multisource dataset, including 107 companies with 15,164 participating employees, we received support for the hypothesized relationships. Our results contribute to current debates in the scientific literature on age and have important practical implications in light of the demographic changes faced by many companies. This research indicates to both researchers and practitioners that it is not employees' chronological age but their subjective age, a factor that can be influenced, which drives organizational performance outcomes

How Top Management Team Behavioural Integration can Impact Employee Work Outcomes: Theory Development and First Empirical Tests.

This article explores whether a top management team's (TMT) behavioural integration relates to the work outcomes of employees. We first discuss likely theoretical mechanisms for such a relationship by integrating the literature on top management team behavioural integration with the literature on organizational climate, productive energy and employee work outcomes. Subsequently, we test our hypotheses in a dataset containing the responses of 191 top management team members and 5048 employees from 63 organizations by using structural equation modelling. The results show that top management team behavioural integration is related positively to an organization's productive energy, which in turn is related to employees' increased job satisfaction and decreased turnover intentions. By providing first insights into the consequences of top management team behavioural integration for employees, this article opens a new avenue for scientific inquiry on the organizational impact of top management team behaviour