Cultural diversity and team performance:the role of team member goal orientation

As workforce diversity increases, knowledge of factors influencing whether cultural diversity results in team performance benefits is of growing importance. Complementing and extending earlier research, we develop and test theory about how achievement setting readily activates team member goal orientations that influence the diversity-performance relationship. In two studies, we identify goal orientation as a moderator of the performance benefits of cultural diversity and team information elaboration as the underlying process. Cultural diversity is more positive for team performance when team members' learning approach orientation is high and performance avoidance orientation is low. This effect is exerted via team information elaboration.

Team Member’s Centrality, Cohesion, Conflict, and Performance in Multi-University Geographically Distributed Project Teams

This study examined team processes and outcomes among 12 multi-university distributed project teams from 11 universities during its early and late development stages over a 14-month project period. A longitudinal model of team interaction is presented and tested at the individual level to consider the extent to which both formal and informal network connections—measured as degree centrality—relate to changes in team members’ individual perceptions of cohesion and conflict in their teams, and their individual performance as a team member over time. The study showed a negative network centrality-cohesion relationship with significant temporal patterns, indicating that as team members perceive less degree centrality in distributed project teams, they report more team cohesion during the last four months of the project. We also found that changes in team cohesion from the first three months (i.e., early development stage) to the last four months (i.e., late development stage) of the project relate positively to changes in team member performance. Although degree centrality did not relate significantly to changes in team conflict over time, a strong inverse relationship was found between changes in team conflict and cohesion, suggesting that team conflict emphasizes a different but related aspect of how individuals view their experience with the team process. Changes in team conflict, however, did not relate to changes in team member performance. Ultimately, we showed that individuals, who are less central in the network and report higher levels of team cohesion, performed better in distributed teams over time.

Maritime law enforcement : boarding officer, boarding team member : personal qualification standard.

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De la régulation individuelle à la régulation d’équipe : intégration théorique et empirique de la théorie de l’autodétermination dans les équipes de travail

L’équipe de travail représente, de nos jours, une forme d’organisation du travail incontournable pour accroître la performance des entreprises. Il est maintenant largement reconnu que la composition d’une équipe de travail est susceptible d’affecter son efficacité et, plus particulièrement, la qualité des relations interpersonnelles au sein de l’équipe et la performance de ses membres. Des études se sont donc attardées à isoler certaines caractéristiques individuelles permettant d’influencer le contexte des équipes de travail. Ainsi, l’effet de la composition des équipes a été étudié sous l’angle des traits de personnalité des membres, de leurs attitudes et de leurs valeurs, ou encore en fonction des habiletés cognitives démontrées par chacun des coéquipiers. Malgré quelques invitations répétées à étudier davantage la motivation des équipes de travail et de leurs membres, peu de travaux ont porté sur la composition motivationnelle de ce contexte collectif. Dans la foulée des études portant sur les équipes de travail, on observe une tendance à ne considérer que la performance des équipes et des coéquipiers comme unique critère d’évaluation de leur efficacité. Devant les données alarmantes concernant les problèmes de santé psychologique vécus par les travailleurs, il appert qu’il est essentiel de se pencher sur les conditions nécessaires à mettre en place dans ce contexte de travail interpersonnel pour contribuer à la fois au bien-être et à la performance des coéquipiers. Avec l’utilisation du cadre d’analyse proposé par la théorie de l’autodétermination, la présente thèse vise à répondre à ces enjeux. Le premier article de la thèse propose un modèle théorique qui définit en quoi la composition d’une équipe de travail, en regard des styles de régulations individuelles des membres de l’équipe, est susceptible d’affecter les relations interpersonnelles au sein de l’équipe et d’avoir un impact sur la performance et le bien-être des membres. S’appuyant sur les mécanismes d’émergence proposés par les théories multiniveaux, ce cadre théorique suggère également que, sous certaines conditions, la composition motivationnelle d’une équipe de travail puisse entraîner la formation d’un phénomène singulier de motivation d’équipe. Les mécanismes favorisant cette émergence sont présentés dans l’article. Le second article de la thèse représente une première vérification empirique de certaines des propositions de l’article théorique. À partir d’un échantillon de 138 équipes, regroupant 680 travailleurs, il a été possible de vérifier, à partir d’analyses multiniveaux, l’impact de la composition autonome ou contrôlée d’une équipe sur la satisfaction au travail des participants. Les résultats de l’étude montrent qu’une forme de composition d’équipe de nature plus autonome est positivement reliée à la satisfaction des travailleurs. Plus encore, on observe une interaction entre la régulation autonome individuelle et la régulation autonome d’équipe quant à la satisfaction vécue au travail. Ainsi, la satisfaction au travail est plus élevée pour les participants dont le style de régulation est plus autonome et qui évoluent dans une équipe à composition motivationnelle plus autonome. Parallèlement, les résultats montrent que la composition motivationnelle plus contrôlée est négativement reliée à la satisfaction au travail. De façon générale, la présente thèse souligne la pertinence de considérer le contexte sociomotivationnel émergeant de la composition de l’équipe en regard des styles de régulations individuelles des membres qui la composent. Cette thèse permet de considérer, avec un regard nouveau, la motivation des équipes de travail et les variables de motivation à évaluer dans la formation des équipes de travail au sein de nos organisations.

The relationship between communication and team performance : testing moderators and identifying communication profiles in established work teams

Communication is one team process factor that has received considerable research attention in the team literature. This literature provides equivocal evidence regarding the role of communication in team performance and yet, does not provide any evidence for when communication becomes important for team performance. This research program sought to address this evidence gap by a) testing task complexity and team member diversity (race diversity, gender diversity and work value diversity) as moderators of the team communication — performance relationship; and b) testing a team communication — performance model using established teams across two different task types. The functional perspective was used as the theoretical framework for operationalizing team communication activity. The research program utilised a quasi-experimental research design with participants from a large multi-national information technology company whose Head Office was based in Sydney, Australia. Participants voluntarily completed two team building exercises (a decision making and production task), and completed two online questionnaires. In total, data were collected from 1039 individuals who constituted 203 work teams. Analysis of the data revealed a small number of significant moderation effects, not all in the expected direction. However, an interesting and unexpected finding also emerged from Study One. Large and significant correlations between communication activity ratings were found across tasks, but not within tasks. This finding suggested that teams were displaying very similar profiles of communication on each task, despite the tasks having different communication requirements. Given this finding, Study Two sought to a) determine the relative importance of task versus team effects in explaining variance in team communication measures for established teams; b) determine if established teams had reliable and discernable team communication profiles and if so, c) investigate whether team communication profiles related to task performance. Multi-level modeling and repeated measures analysis of variance (ANOVA) revealed that task type did not have an effect on team communication ratings. However, teams accounted for 24% of the total variance in communication measures. Through cluster analysis, five reliable and distinct team communication profiles were identified. Consistent with the findings of the multi-level analysis and repeated measures ANOVA, teams’ profiles were virtually identical across the decision making and production tasks. A relationship between communication profile and performance was identified for the production task, although not for the decision making task. This research responds to calls in the literature for a better understanding of when communication becomes important for team performance. The moderators tested in this research were not found to have a substantive or reliable effect on the relationship between communication and performance. However, the consistency in team communication activity suggests that established teams can be characterized by their communication profiles and further, that these communication profiles may have implications for team performance. The findings of this research provide theoretical support for the functional perspective in terms of the communication – performance relationship and further support the team development literature as an explanation for the stability in team communication profiles. This research can also assist organizations to better understand the specific types of communication activity and profiles of communication that could offer teams a performance advantage.

Diversity in goal-orientation, team reflexivity, and team performance

Although recent research highlights the role of team member goalorientation in team functioning, research has neglected the effects of diversity in goalorientation. In a laboratory study with groups working on a problem-solving task, we show that diversity in learning and performanceorientation are related to decreased group performance. Moreover, we find that the effect of diversity in learning orientation is mediated by group information elaboration and the effect of diversity in performanceorientation by group efficiency. In addition, we demonstrate that teamreflexivity can counteract the negative effects of diversity in goalorientation. These results suggest that models of goal orientation in groups should incorporate the effects of diversity in goal orientation.

An agent-based model of team coordination and performance

This research is based on the premises that teams can be designed to optimize its performance, and appropriate team coordination is a significant factor to team outcome performance. Contingency theory argues that the effectiveness of a team depends on the right fit of the team design factors to the particular job at hand. Therefore, organizations need computational tools capable of predict the performance of different configurations of teams. This research created an agent-based model of teams called the Team Coordination Model (TCM). The TCM estimates the coordination load and performance of a team, based on its composition, coordination mechanisms, and job’s structural characteristics. The TCM can be used to determine the team’s design characteristics that most likely lead the team to achieve optimal performance. The TCM is implemented as an agent-based discrete-event simulation application built using JAVA and Cybele Pro agent architecture. The model implements the effect of individual team design factors on team processes, but the resulting performance emerges from the behavior of the agents. These team member agents use decision making, and explicit and implicit mechanisms to coordinate the job. The model validation included the comparison of the TCM’s results with statistics from a real team and with the results predicted by the team performance literature. An illustrative 26-1 fractional factorial experimental design demonstrates the application of the simulation model to the design of a team. The results from the ANOVA analysis have been used to recommend the combination of levels of the experimental factors that optimize the completion time for a team that runs sailboats races. This research main contribution to the team modeling literature is a model capable of simulating teams working on complex job environments. The TCM implements a stochastic job structure model capable of capturing some of the complexity not capture by current models. In a stochastic job structure, the tasks required to complete the job change during the team execution of the job. This research proposed three new types of dependencies between tasks required to model a job as a stochastic structure. These dependencies are conditional sequential, single-conditional sequential, and the merge dependencies.