THE IMPACT OF TEAM EMPOWERMENT ON VIRTUAL TEAM PERFORMANCE: THE MODERATING ROLE OF FACE-TO-FACE INTERACTION.

We investigated the relationship between team empowerment and virtual team performance and the moderating role of the extent of face-to-face interaction using 35 sales and service virtual teams in a high-technology organization. Team empowerment was positively related to two independent assessments of virtual team performance--process improvement and customer satisfaction. Further, the number of face-to-face meetings moderated the relationship between team empowerment and process improvement: team empowerment was a stronger predictor for teams that met face-to-face less, rather than more, frequently

Agency Creativity: Teams and Performance: A Conceptual Model Links Agency Teams' Knowledge Utilization, Agency Creativity, and Performance

Agency creativity is a product of team efforts where they interact to share knowledge, skills, and expertise to produce creative campaigns. For an agency, this is an invaluable resource. Using a multi-disciplinary approach, the authors of the current paper propose a conceptual model is proposed that links teams’ knowledge utilization, agency creativity, and performance. By considering incremental and radical creativity, it also builds on the idea that creativity is a multi-dimensional construct. The framework is presented to act as a catalyst upon which to build future empirical research on the nature of team creativity within advertising agencies

Team climate, climate strength and team performance: a longitudinal study

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time