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Purpose: Leadership research has traditionally focused on formal leadership; however, leaders may emerge in informal settings in self-managed teams, and little is known about who emergent leaders are and what their characteristics are. This study investigates emergent leaders' behaviors, roles, skills, and leadership style, drawing on a multi-method approach. Design/methodology/approach: We first identify emergent leaders using social network analysis and aggregation approaches. Second, we investigate emergent leaders' characteristics using interviews with forty agile team members in five organizations. Findings: Results indicate different roles of emergent leaders (i.e. coach, liaisons), leadership styles (i.e. supportive), skills (i.e. culturally intelligent, strategist), and influencing factors (i.e. personality, technical knowledge, social circle). Originality/value: We contribute by identifying emergent leaders through multiple identification methods (i.e. network analysis, aggregation), and then through identifying their various characteristics, we contribute to leadership literature as well as idiosyncrasy-credit theory. We also add to agile-leadership theory, showing that multiple informal leaders may emerge within agile teams. Finally, our findings have practical implications for self-managed teams, informal group settings, organizational change professionals, and organizations with horizontal structures. [ABSTRACT FROM AUTHOR]

Purpose: We aim to help better understand how organizations can develop their human capital in virtual teams through technological advances in the metaverse. To this end, we examine how virtual team collaboration with virtual reality technologies in the metaverse compares to traditional videoconferencing. Our study demonstrates how the metaverse can facilitate collaboration in virtual teams and examines the factors that are critical to successful team collaboration in the metaverse. Design/methodology/approach: We conduct a lab experiment comparing Meta Horizon Workrooms with Zoom. Using a between-subjects design, we observe virtual team collaboration in five teams. All teams solved the Lost on the Moon Exercise used by NASA to train teamwork. We collected data during and after the experiment to explore emerging collaborative behaviors based on audio and video recordings, a quantitative survey, and qualitative feedback. Findings: We find higher levels of immersion, social presence, and collaboration among team members in the metaverse. We further identify new opportunities for social interaction and greater focus on team members and shared tasks. Our study suggests that the metaverse can enable effective collaboration in virtual teams and uncovers related guidance for organizations. Originality/value: We connect the research streams on the metaverse, team collaboration, and human capital. We add empirical evidence to the largely theoretical discussion on the metaverse and explore collaboration tools for virtual teams, helping to enable effective collaboration of organizations' virtual teams. We hope to stimulate further research to unlock the full collaborative potential of the metaverse and establish the metaverse for effective development of human capital. [ABSTRACT FROM AUTHOR]

Purpose: Based on affective event theory (AET), this study aims to unpack the association between team relationship conflict and employees' subjective career success by examining the mediating role of negative emotions and the moderating role of emotional intelligence. Design/methodology/approach: Using Mplus 8.1, the study analyzes multi-level, multi-wave data collected from 288 employees in 51 teams across Pakistan. Findings: The results indicate that team relationship conflict is negatively associated with employees' subjective career success, both in terms of career satisfaction and job satisfaction. While employees' negative emotions partially mediate this negative relationship, emotional intelligence moderates the association between team relationship conflict and negative emotions, such that individuals with higher emotional intelligence experience less negative emotions. Originality/value: This study advances career research by demonstrating how and when team relationship conflict is related to employees' subjective career success. It also extends current understanding of the mediating and moderating mechanisms behind the association between team relationship conflict and employees' subjective career success. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this research is to conceptualize, define and measure resource orchestration capabilities of R&D teams pursuing advanced scientific research and technological innovation at public-funded R&D organizations in India. Design/methodology/approach: A series of five mutually exclusive studies were designed over two years to develop and validate the ROCI scale within public research and development (R&D) organizations pursuing advanced scientific research and technological development in India. The first three studies address the refinement, reduction and rationalization of items for measuring the ROCI construct. The next study explores the factor structure underlying the ROCI construct whereas the subsequent one confirms the three-factor structure within empirical settings. Findings: The resource orchestration capability towards innovation (ROCI) construct reflected through three sub-dimensions namely – adaptive structuring capability (ASC), synergistic leveraging capability (SLC) and decentralized decision-making capability (DDC), each loaded with their respective items can be used for capability measurement in public-funded R&D organizations. Practical implications: R&D managers can use this ROCI scale to measure, monitor and improve the innovation-oriented resource orchestration capabilities of their R&D teams and help them improve their innovation performance. Originality/value: This research contributes to the extant literature on resource orchestration for innovation management in three unique and original ways – theoretically-grounded conceptualization, empirical measurement and rigorous validation through multiple studies conducted in public-funded R&D organizations in India. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to explore the effect of a team's personality faultlines on entrepreneurial performance. Additionally, this paper verifies the moderating effect of shared leadership on the connection between the two varies. The authors focus on the upper echelons theory and social identity theory as well as personality faultlines in entrepreneurial teams. Design/methodology/approach: An online survey was conducted using data collected in China. Data from 618 members from 144 new venture teams were collected to examine the authors' hypothesis. Findings: The authors find a U-shaped relationship between the strength of entrepreneurial teams' personality-faultline and entrepreneurial performance. Additionally, shared leadership negatively moderates this U-shaped relationship. Specifically, when the entrepreneurial team has a high level of shared leadership, both the positive and negative relationships between the strength of the personality faultlines and entrepreneurial performance are weaker. Originality/value: The research offers important theoretical and practical implications for the formation of entrepreneurial teams. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to test whether equity theory (ET) – which posits that individuals compare their outcome/input ratio to the ratio of a "comparison other" and classify individuals as Benevolent, Equity Sensity, and Entitled – applies to the modern workplace of global virtual teams (GVT), where work is mostly intellectual, geographically dispersed and online, making individual effort nearly impossible to observe directly. Design/methodology/approach: Using a sample of 1,343 GVTs comprised 6,347 individuals from 137 countries, this study tests three ET's predictions in the GVT context: a negative, linear relationship between Benevolents' perceptions of equity and job satisfaction in GVTs; an inverted U-shaped relationship between Equity Sensitives' perceptions of equity and job satisfaction in GVTs; and a positive, linear relationship between Entitleds' perceptions of equity and job satisfaction in GVTs. Findings: Although the second prediction of ET is supported, the first and third have statistically significant opposite signs. Practical implications: The research has important ramifications for management studies in explaining differences in organizational behavior in GVTs as opposed to traditional work settings. Originality/value: The authors conclude that the main novelty with ET in GVTs is that GVTs are an environment stingy with satisfaction for "takers" (Entitleds) and generous in satisfaction for "givers" (Benevolents). [ABSTRACT FROM AUTHOR]

Purpose: Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance. Design/methodology/approach: Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect. Findings: The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance. Practical implications: The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance. Originality/value: There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships. [ABSTRACT FROM AUTHOR]

Purpose: This study explores the role of organisational culture in promoting collective coping strategies in construction project teams in the United Arab Emirates (UAE). Three collective coping strategies were examined, including problem-focused, relationship-focused and emotion-focused coping strategies. Design/methodology/approach: O'Reilly et al.'s (1991) organisational culture profile (OCP) assessed organisational culture values. Data were collected through an online questionnaire from practitioners in the United Arab Emirates (UAE) construction organisations. Findings: The findings show a high correlation between competitiveness culture values and problem-focused team coping strategy. Relationship-focused team coping strategy was found to have a high correlation with emphasis on rewards and performance orientation values. Conversely, an emotion-focused team coping strategy correlates highly with competitiveness, supportiveness and emphasis on rewards cultural values. Research limitations/implications: The cross-sectional design of the survey and the UAE context may present limits to the generalisability of findings. Practical implications: Limited attempts have been made to study collective coping in construction project teams. The study paves the path for exploring emergent socio-psychological concepts in construction organisations, including the impact of organisational culture on team collective coping with adverse events. Originality/value: Understanding the pivotal impact of culture on successful team coping provides managers with valuable insights into managing situational adversity in construction project teams. [ABSTRACT FROM AUTHOR]

Purpose: As a kind of knowledge-intensive team coordinated across physical distance, it is necessary to construct a meta-knowledge driven transactive memory system (TMS) for the knowledge management of distributed agile team (DAT). This study aims to explore the comprehensive antecedents of TMS establishment in DATs and considers how TMS establishment is affected by herding behavior under the artificial intelligence (AI)-related knowledge work environment that emerges with technology penetration. Design/methodology/approach: The data derived from 177 students of 52 DATs in a well-known Chinese business school, which were divided into 26 traditional knowledge work groups and 26 AI-related task groups to conduct a random comparative experiment. The ordinary least squares method was used to analyze the conceptual model and ANOVA was used to examine the differences in herding behavior between the control groups (traditional knowledge work DATs) and treatment groups (DATs engaged in AI-related knowledge work). Findings: The results showed that knowledge diversity, professional knowledge, self-efficacy and social system use had significantly positive effects on the establishment of TMS. Interestingly, the authors also find that herding behavior may promote the process of establishing TMS of the new team, and this effect will be more significant when AI tasks are involved in team knowledge work. Originality/value: By exploring the comprehensive antecedents of the establishment of TMS, this study provided a theoretical basis for knowledge management of DATs, especially in AI knowledge work teams. From a practical perspective, when the DAT is involved in AI-related knowledge works, managers should appropriately guide the convergence of employees' behaviors and use the herding effects to accelerate the establishment of TMS, which will improve team knowledge sharing and innovation. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to explore the mechanism and boundary conditions in the relationship between differential leadership and team decision-making effectiveness. Design/methodology/approach: A total of 366 valid questionnaires were received from employees of high-tech enterprises in China, regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software. Findings: Differential leadership can positively contribute to team decision-making effectiveness, and thriving at work mediates the relationship between the two, and cooperative goal perception plays a moderating role in the relationship between thriving at work and team decision-making effectiveness and cooperative goal perception moderate the mediating effect of thriving at work between differential leadership and team decision-making effectiveness. Practical implications: The findings suggest that managers need to focus on leadership style to promote improved team decision-making effectiveness by enhancing thriving at work and cooperative goal perception. Originality/value: Overall, this study is based on the conservation of resources theory to uncover the "black box" between differential leadership and team decision-making effectiveness and to highlight the important role of thriving at work and cooperative goal perception. [ABSTRACT FROM AUTHOR]

Purpose: Applying social commitments theory, this paper aims to study the effect of shared responsibility as a structural characteristic of project teams to foster tacit knowledge sharing with the mediating role of affective bonding. Besides, the moderating effect of normative conformity is also examined. Design/methodology/approach: The quantitative method was applied through surveying senior auditors representing 263 audit teams in Vietnam to examine the model. Findings: This study found that in the joint projects, when team members perceive high shared responsibility for both success and failure, the affective bonding among them are generated. The affective bonding becomes salient to tacit knowledge sharing only when the team members perceive high obligations to conform the general knowledge sharing norms and the serial reciprocity norms. Originality/value: This study provides the evidence for partial confirmation and expansion of the social commitments theory. The practical takeaways are provided for managers of project-based organizations in the social aspects for facilitating sharing culture. [ABSTRACT FROM AUTHOR]

Purpose: This paper delves into the complexities of daily dispersed tech team dynamics and aims to understand the underlying reasons for the challenges that such teams face. Through personal observations and analysis, this paper aims to identify communication barriers and propose actionable insights and strategies for improvement. Design/methodology/approach: By leveraging personal insights and observations from the IT HR field from three different countries, information and data was collected. Such personalized approach allowed for a deeper exploration of real-world scenarios, how physically dispersed teams work and what challenges they struggle with. A comprehensive examination of the issues faced by tech teams operating globally also allowed to observe the noteworthy outcomes that could bring the best benefit for such teams. Findings: As geographically dispersed tech teams continue to gain popularity, understanding the challenges that the teams might face and the potential ways of solving them become As HR as well as team managers roles now evolve, flexibility becomes paramount for navigating global team dynamics. Originality/value: This paper is a contemporary call for action to stimulate management, enlightening them on the requisites for establishing and cultivating high-performing teams that work across geographical boundaries. There is a lack of understanding of what challenges physically dispersed teams face and to what degree those challenges impact the teams. This paper addresses this deficiency. [ABSTRACT FROM AUTHOR]

Purpose: As a cornerstone of team performance, learning depends on each member's mindset. Drawing on implicit theories of intelligence, the purpose of this study is to investigate the relationships among individual members' mindsets and shared leadership (SL) behaviors in design teams and the mediation role of team growth mindset (TGM) on that relationship. Design/methodology/approach: The authors analyzed survey results based on individuals who participated in an international design competition. To test the hypothesized model, the data was analyzed by using SEM using Mplus 7. Findings: The results indicated that an individual growth mindset (IGM; but not an individual-fixed mindset) has significant and positive direct effects on a team growth mindset and SL behaviors. In addition, a TGM mediates the relationship between an IGM and SL. Originality/value: The research discusses several theoretical and practical implications for human resource development professionals and scholars to improve understanding of a TGM and its influence on individual mindsets and SL behaviors. [ABSTRACT FROM AUTHOR]

Purpose: While scholarly attention has mainly focused on team-level or relational constructs for the success of team performance, understanding the inter-play between these two streams of research remains limited in digital transformation projects. Borrowing from social exchange theory, this study aims to explore the antecedents of team alignment leading to team performance with mediation effects of trust, commitment and customer–service provider relationship. The moderating role of relationship length was also examined. Design/methodology/approach: Data was collected using a survey of 180 employees working on digital projects in B2B context, mostly in the Indo-Pacific region, specifically Singapore, Indonesia, Malaysia and India. Partial least squares method with multi-group analyses and bootstrapping method were used to analyze the data. Findings: Findings show that customer control and team capability are the strongest antecedents of team alignment, and inter-play between the customer–provider relationship with team-level constructs is also significant. Relationship length has higher level of moderation impact on trust–team performance link compared to commitment–team performance relationship. Research limitations/implications: The study considers moderation impact of relationship length on trust, commitment and team performance but not other constructs. Also, gender ratio is skewed in the data set. Practical implications: Digital transformation practitioners need to be aware of relational constructs (not only team-level constructs) when designing successful long-term digitalization strategies for organizations. Originality/value: This study is one of the first to document the inter-play between team alignment and relational constructs (such as trust, commitment, and customer–service provider relationship), with moderation impact of relationship length leading to team performance in digital transformation projects. [ABSTRACT FROM AUTHOR]

Purpose: The modern construction industry is highly competitive and cost driven, with tangible adversarial relationships between projects' contractual parties at individual and organisational levels; there are conflict of interest as people to survive. Accordingly, team leaders on construction megaprojects (CMPs) in multinational engineering organisations strive to survive in such competitive markets. The research's aim is to investigate relationships between team leaders' tenure and management styles towards professional subordinates on CMPs and elaborate how corporate governance can optimally address this conflict of interest and adversarial relationships. Design/methodology/approach: The research methodology adopted processes of inducting theory using case studies. A qualitative approach was adopted as a primary data collection and analysis source. It involved case studies through primary data collection in semi-structured face-to-face interviews with 38 professional subordinates (interviewees) to discuss impacts of team leaders' tenure on their management style (a five-team leader, case studies). The research methodology is based on building theories from case study grounded theory research methodologies. Findings: The research introduced the notion that team leader survival syndrome is pronounced and evidenced by adversarial reactions towards new or experienced professional subordinates where team leaders perceive professional subordinates, especially at senior technical levels, as potential risks that jeopardise their positions and employment survival possibilities. The syndrome is proven based on real-life case studies; it is constant, tangible and serious disorder of attitudes and behaviours. Longer tenure stimulates and accelerates these phenomena and syndrome, with 58% of team leaders exhibiting such syndromes. Optimum employee tenure is between 7 and 10 years. Corporate governance provides good resolution practices. Research limitations/implications: The research implications are useful to construction industry and academia. However, the analysis is limited to the case studies considered in Canada and Qatar. Due to small sample size for both case studies and respondents to the questionnaire survey, it is recommended for future exploration to expand the scope of research to larger sample size and various demographic and geographical locations. Practical implications: Corporates should acknowledge the presence of team leader survival syndromes. They should thoroughly investigate sociopolitical relationships behind it and seek to understand consequences on professional subordinates. Corporates should also adopt a 360-degree feedback system; they should limit trust given to team leaders in this regard to responsible trust, to eliminate manipulation. Team leaders are perceived as being not always truthful and misrepresent capabilities and performance of their professional subordinates to senior managers. Corporate governance holistic multidimensional perspectives are required to provide resolutions of team leader survival syndromes. Originality/value: The research has discovered a phenomenon that team leaders on CMPs in architecture, engineering and construction (AEC) organisations, prompted by virtue of long tenure in corporates or by power of their managerial level in organisations, perceive their professional subordinates, especially senior technical employees, as potential risks. It is thought promoting them would put their own positions and security of tenure at risk. Hence, team leaders act adversarially, to enhance their own survival prospects. This research introduced the novel team leader survival syndrome and introduced analyses, practical implications and recommendations. [ABSTRACT FROM AUTHOR]

Purpose: In response to environmental uncertainty, organizations rely on independent, empowered teams to increase their responsiveness to change. The purpose of this paper is to analyze how objectives and key results (OKRs) can contribute to creating a shared vision which keeps the different, empowered teams aligned. Design/methodology/approach: Through a qualitative study, this paper develops a conceptual model of how OKRs lead to a shared vision. The authors interview professionals in nine organizations differing in size and industry who recently introduced agile, focusing on the main hurdles encountered and benefits obtained from the methodology. Findings: The findings confirm that OKRs are an effective goal-setting methodology and suggest that their successful implementation builds on the new ways of organizing introduced by the agile methods. Moreover, the findings suggest that OKRs contribute to developing a shared vision and increase the alignment: first, the organizational vision becomes clear and its definition is participatory; second at the team level, individuals align around a shared team vision through participative definition of objectives. Originality/value: The contribution of the paper is two-fold: this study provide an overview on the methodology, which is diffused from a practice perspective, but has not yet been addressed from a theoretical point of view. And this study connects OKRs to extant theory on goal-setting and vision development. This study shows they act as a coupling mechanism which helps empowered and independent teams together. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper was to investigate the relationships among the intellectual ability of artificial intelligence (AI), cognitive emotional processes and the positive and negative reactions of human members. The authors also examined the moderating role of AI status in teams. Design/methodology/approach: The authors designed an experiment and recruited 120 subjects who were randomly distributed into one of three groups classified by the upper, middle and lower organization levels of AI in the team. The findings in this study were derived from subjects' self-reports and their performance in the experiment. Findings: Regardless of the position held by AI, human members believed that its intelligence level is positively correlated with dependence behavior. However, when the AI and human members are at the same level, the higher the intelligence of AI, the more likely it is that its direct interaction with team members will lead to conflicts. Research limitations/implications: This paper only focuses on human–AI harmony in transactional work in hybrid teams in enterprises. As AI applications permeate, it should be considered whether the findings can be extended to a broader range of AI usage scenarios. Practical implications: These results are helpful for understanding how to improve team performance in light of the fact that team members have introduced AI into their enterprises in large quantities. Originality/value: This study contributes to the literature on how the intelligence level of AI affects the positive and negative behaviors of human members in hybrid teams. The study also innovatively introduces "status" into hybrid organizations. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to investigate the role of environmentally specific authentic leadership (ESAL) and cognitive-affective path systems (team passion and goal clarity) in enhancing green creativity at the team level. Design/methodology/approach: Data were collected from hotel employees through a structured questionnaire. Findings: According to the investigation of 130 teams, ESAL influences team green creative behavior (TGCB), and this link was mediated by the team environmental goal clarity (TEGC). Furthermore, the study also finds a moderating role of team environmental harmonious passion (TEHP) between the hypothesized links. Based on these findings, the study discusses theoretical and practical implications. Practical implications: Hospitality organizations looking to encourage teams to participate in TGCB as a whole should make sure that leaders are able to express their true selves. Further, leaders should focus on developing team members' environmental passion and awareness of their TGCB. Originality/value: To the best of the authors' knowledge, this is the first study that summarizes the literature on ESAL, TEHP and TEGC in the new managerial framework of TGCB. The analysis also advances the creativity literature by further expanding green creativity research to the hotel/ tourism discipline and adding authentic leadership to the subtle body of predictors for green creativity at the team level. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious dysfunctional effects of abusive supervision climate in teams. Team conflict, which is often a signal for dysfunctional relationships in teams, has however received limited attention. To contribute to this line of research, this study develops and tests a theoretical model on the role of team mindfulness in understanding the link between abusive supervision climate and task, process, and relationship conflict. Design/methodology/approach: To test the theoretical model, this study collected and analyzed two-wave time-lagged data from 499 employees in 92 teams. Findings: The results showed that abusive supervision climate aggravated task conflict and process conflict via diminishing levels of team mindfulness. Abusive supervision climate also exacerbated relationship conflict, but the effects did not occur via a decrease in team mindfulness. Practical implications: While it may not always be possible to prevent the development of an abusive supervision climate in workplaces, other interventions may prevent conflict in teams with abusive leaders. As indicated by the findings, task conflict and process conflict may be reduced if teams are high on mindfulness. Interventions that stimulate team mindfulness might thus improve collaboration in teams with abusive leaders. Originality/value: This research offers novel insights regarding how abusive leaders might instigate conflict within teams. Specifically, through the unique perspective of mindfulness, the authors are able to offer new insights into how abusive supervision climate affects task, process and relationship conflict. This study offers a novel, yet important, lens to examine how conflict occurs in teams. [ABSTRACT FROM AUTHOR]

Purpose: The COVID-19 pandemic has forced many organisations to transform face-to-face teams into virtual ones through the adoption of remote working modes. This event has represented the starting point of a process that is changing how management control (MC) systems are designed and implemented to guide employees towards organisational objectives. The previous literature on virtual teams (VTs) has devoted scant attention to MC issues. This study aims to fill this gap by exploring how MC – and particularly cultural control – has changed to cope with the shift from face-to-face to VTs and by analysing the interrelationship between the different control mechanisms and the resulting tensions. Design/methodology/approach: The research adopts the methodological framework based on abduction to provide a theoretical explanation and conceptualisation of MC in virtual settings. To tackle the research objective, this work undertakes a cross-sectional field study based on semi-structured interviews with managers of different service companies. Findings: The results of the research highlight the key challenges that managers are called to deal with to design and change MC systems when implementing remote working. In particular, managers must cope with the reduced possibility to leverage cultural controls. To do this, this study's analysis found that managers act by introducing and/or removing formal and informal controls and by orchestrating the interplays and tensions between these mechanisms. Originality/value: To the best of the authors' knowledge, to date limited attention has been paid to MC in VTs. Moreover, few researchers have investigated the process of MC change from face-to-face to VTs. This work aims to contribute to this nascent stream of literature by providing interesting implications for both research and practice. [ABSTRACT FROM AUTHOR]

Purpose: To obtain optimal deliverables, more and more crowdsourcing platforms allow contest teams to submit tentative solutions and update scores/rankings on public leaderboards. Such feedback-seeking behavior for progress benchmarking pertains to the team representation activity of boundary spanning. The literature on virtual team performance primarily focuses on team characteristics, among which network closure is generally considered a positive factor. This study further examines how boundary spanning helps mitigate the negative impact of network closure. Design/methodology/approach: This study collected data of 9,793 teams in 246 contests from Kaggle.com. Negative binomial regression modeling and linear regression modeling are employed to investigate the relationships among network closure, boundary spanning and team performance in crowdsourcing contests. Findings: Whereas network closure turns out to be a negative asset for virtual teams to seek platform feedback, boundary spanning mitigates its impact on team performance. On top of such a partial mediation, boundary spanning experience and previous contest performance serve as potential moderators. Practical implications: The findings offer helpful implications for researchers and practitioners on how to break network closure and encourage boundary spanning with the establishment of facilitating structures in crowdsourcing contests. Originality/value: The study advances the understanding of theoretical relationships among network closure, boundary spanning and team performance in crowdsourcing contests. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to offer a bibliometric analysis of the already substantial and growing literature on global virtual teams (GVTs). Design/methodology/approach: Using a systematic literature review approach, it identifies all articles in the Web of Science from 1999 to 2021 that include the term GVTs (in the title, the abstract or keywords) and finds 175 articles. The VOSviewer software was applied to analyze the bibliometric data. Findings: The analysis revealed three dialogizing research clusters in the GVTs literature: a pioneering management information systems and organizational cluster, a general management cluster and a growing international management and behavioural studies cluster. Furthermore, it highlights the most cited articles, authors, journals and nations, and the network of strong and weak links regarding co-authorships and co-citations. Additionally, this study shows a change in research patterns regarding topics, journals and disciplinary approaches from 1999 to 2021. Finally, the analysis illustrates the position and centrality in the network of the most relevant actors. Practical implications: The findings can guide management practitioners, educators and researchers to the most meaningful clusters of publications on GVTs, and help navigate and make sense of the vast body of the available literature. The importance of GVTs has been growing in the past two decades, and Covid-19 has accelerated the trend. Originality/value: This study provides an updated and comprehensive systematic literature review on GVTs. To the best of the authors' knowledge, it is also the first systematic literature review and bibliometry on GVTs. It concludes by suggesting future research paths. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to present The Build and Bond, an experiential exercise which engages student teams while they apply team dynamics, enhance team skills and foster team member interpersonal bonds. During The Build and Bond, teams design and execute their own team-building activity. Specifically, teams set goals, generate ideas, make decisions, create a team-building activity, develop implementation plans and ultimately execute the activity. Finally, during an all-class debrief discussion, teams describe their team-building activities, connect their experiences to the learning objectives and reflect on how these lessons can be applied in future team experiences. Pretest and posttest surveys were used to determine if participants perceived increases in team performance and cohesion following The Build and Bond. All teams reported that their activity added value, was preferred over an instructor-assigned team-building activity and improved team states. Findings from t-tests supported an improvement in team performance and cohesion. The Build and Bond is designed to help students feel more equipped to communicate, have fun and work interdependently with current and future team members. Teams design the team-building activity themselves, so members are often more interested in participating and engaging during the team-building activity. [ABSTRACT FROM AUTHOR]

Purpose: Authenticity, or the extent to which individuals act in accordance with their values, beliefs and characteristics, is recognized as a key component of a fulfilled life. However, little is known about its antecedents in an organizational context. Drawing on goal-setting theory and the broaden-and-build theory, the current study examined the role of team leaders' perceived shared vision in promoting their work authenticity, mediated through strengths use support (SUS) for members as well as leaders' strengths use. Design/methodology/approach: A two-wave questionnaire survey was conducted to test the hypotheses using a sample of 325 middle managers of a manufacturing firm. Findings: The results of structural equation modeling show that perceived shared vision promoted work authenticity, mediated through SUS and strengths use. Originality/value: This study is the first to identify that shared goals can trigger authenticity at work by directing the leader to use their strengths, alongside their team members. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to investigate the relationship of leader aggressive humor on employee extra-role behaviors of proactivity and creativity by probing feeling ostracized as a mediator and team identification and professional identification as boundary conditions. Design/methodology/approach: A survey sample of 347 employees was collected from three technology companies in Sichuan and Guizhou, China. Hierarchical regression analysis and PROCESS macro in SPSS were used to test the hypotheses. Findings: The results indicate that leader aggressive humor is negatively related to employee extra-role behaviors. Feeling ostracized is an important mechanism linking leader aggressive humor and employee extra-role behaviors and team identification and professional identification moderate the relationship. Practical implications: Organizations should make rules to prevent leaders from using aggressive humorous behaviors and encourage coworkers to show more affiliative funny behaviors during breaks to reduce employees' sense of ostracism. Originality/value: Building on sociometer theory, this research demonstrates the opposite moderating effects of team identification and professional identification in the effects of leader aggressive humor on feeling ostracized and consequently employee extra-role behaviors. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to explore the key factors affecting knowledge transfer within cross-cultural teams in international construction projects from three levels: individual factors, team factors and knowledge characteristics. It also provides a comprehensive framework to examine how trust, cultural distance, team identification, knowledge tacitness and complexity and members' transfer willingness impact knowledge transfer effectiveness within cross-cultural teams. Design/methodology/approach: A conceptual model and 16 hypotheses were put forward through the literature review and pilot investigation. This study used structural equation modeling to examine how factors affect the effectiveness of knowledge transfer within cross-cultural teams based on the questionnaire data of samples from Chinese international construction projects. Findings: The findings show that affect-based trust and team identification positively affect the willingness to contribute knowledge. Conversely, knowledge tacitness, knowledge complexity and cultural distance negatively influence contribute willingness. Moreover, affect-based trust, cognition-based trust and team identity positively affect receive willingness, while cultural distance negatively impacts receive willingness. Additionally, affect-based and cognition-based trust, knowledge tacitness and complexity affect transfer effectiveness through the full mediation of transfer willingness, while cultural distance and team identity affect transfer effectiveness through the partial mediation of transfer willingness. Research limitations/implications: On the one hand, this research provides a holistic framework for factors affecting knowledge transfer within cross-cultural teams from three levels: individual factors, team factors and knowledge characteristics. On the other hand, the paper gives other researchers in international project management the enlightenment of focusing on members' cultural structure and the cross-cultural training of the team. Practical implications: This study offers the direction for cross-cultural team managers to formulate helpful approaches for knowledge transfer and assist corporate leaders in taking integral control measures to enhance knowledge transfer effectiveness within the team. Originality/value: This study provides other researchers with a comprehensive understanding of the key factors affecting knowledge transfer within cross-cultural teams in international construction projects and insight for further research on project management and knowledge management. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to explore the mechanism underlying the relationship between abusive supervision differentiation (ASD) and team performance. The moderating roles of inter-team and intra-team competitive climate are also examined. Design/methodology/approach: This research collects data from 419 employees and 71 supervisors from hospitals and financial companies in China. Techniques include descriptive statistics and hierarchical multiple regression are applied to analyze the data. Findings: This research finds that (1) team relationship conflict mediated the relationship between ASD and team performance and (2) intra-team competitive climate strengthened the indirect relationship between ASD and team performance through team relationship conflict. Practical implications: The results indicate that organizations should take measures to minimize the occurrence of abusive supervision. Team leaders should increase self-control and avoid abusing employees. Furthermore, organizations should establish an open and fair reward and punishment system to avoid cutthroat competition. Originality/value: This study advances our knowledge of how ASD results in poor team effectiveness. This contributes to the literature by identifying team relationship conflict as a mediating mechanism linking the negative association of ASD with team performance. Additionally, competitive climate enriches the individual-focused team-level model of abusive supervision. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to unravel the role of teams' job crafting in translating responsible leadership into their customer relationship performance. Design/methodology/approach: The data were gathered from 87 managers and 608 employees from tour companies. The data analysis was performed via multilevel structural equation modeling. Findings: The results demonstrated that crafting of team tasks played a mediating role for the link of responsible leadership to the team's customer relationship performance. Task interdependence, outcome interdependence and their interaction attenuated the influence of responsible leadership on collective job crafting. Practical implications: The results suggest that tourism managers can enhance customer relationship performance of their team through training and development of responsible leadership, encouraging team members' crafting of team tasks, as well as enhancing outcome and task interdependence. Originality/value: This research expands the literature by identifying how and when responsible leadership promotes team customer relationship performance in tourism companies. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of the study is to discover a model of knowledge conversion and knowledge transferring/sharing barriers in an entrepreneurial team (ET) working with innovative users at the early and fuzzy front end (FFE) stage of collaborative product design (Co-PD) process. Design/methodology/approach: The exploratory research framework included sampling, data collection and data analysis, through sequential levels of categorizations, undertaken jointly with constant comparative analysis. The sample frame is the pool of ETs/startups from university business accelerators that carry out Co-PD at the FFE stage. The research survey is based on observations of the collaborative ETs activities, questionnaires and in-depth interviews with them. The research was conducted on individual and team levels when Co-PD process and ET activities were in progress. Findings: This study identified specific set of concepts of knowledge conversion and transferring/sharing and their barriers that reflect specificity of Co-PD processes at the FFE stage in collaborative ETs. The discovered conversion process is represented by the socialization, externalization and internalization, three-mode knowledge conversion model. The significance of barriers and frequency of their occurrence were measured in knowledge transferring/sharing in collaborative ETs on individual and team levels. Originality/value: This study shows novel insights into how knowledge transfers/shares and converts in the context of ET working with innovative users in Co-PD process at the FFE stage. [ABSTRACT FROM AUTHOR]

Purpose: Based on two dominant perspectives, team climate and knowledge integration, on team innovation, this study aims to propose a moderated mediation model to examine the interactive effect of inter-team trust and goal clarity on team innovation through knowledge inflows into a team. Considering the two perspectives at the same time will provide a more complete picture on our understanding on team innovation. Design/methodology/approach: The research model is tested on 150 retail teams of a large apparel firm. Data are collected from two separate surveys, one to store managers and one to store staff members. Moderation mediation regression analysis is conducted on the survey data. Findings: The regression analysis identified both a positive direct effect of goal clarity on innovation, and a negative moderating effect of goal clarity on the mediation of knowledge inflows between inter-team trust and innovation. In other words, inter-team trust is positively related to team innovation through knowledge inflows when goal clarity is low. Originality/value: In this study, the authors identify an indirect and negative role of goal clarity on team innovation, and examine the mechanism and boundary of inter-team trust on team innovation. Managers are advised to foster a trusting environment and be aware of cognitive bias in their teams so that their teams can be more innovative. [ABSTRACT FROM AUTHOR]

Purpose: How is strategic consensus formed in top management team (TMT)? Prior literature provides inadequate evidence. A few scholars explore its antecedents from some perspectives (e.g. organizational or team structure) to address this gap but yield confusing results. This study aims to clarify the mechanism to reach TMT strategic consensus and explore both the effect of collective team identification and information elaboration. Design/methodology/approach: Stepwise regression analysis is applied to explore the formation process of strategic consensus by using data collected from 126 TMTs of Chinese firms. Findings: Results show that collective team identification has a positive effect on TMT strategic consensus, whereas information elaboration has a U-shaped effect. Further, the U-shaped relationship between information elaboration and TMT strategic consensus is strengthened by collective team identification. Originality/value: This study provides a nuanced explanation of the antecedents of strategic consensus in TMT by exploring the effects of collective team identification and information elaboration. Particularly, this study proposes a U-shaped relationship between information elaboration and strategic consensus, which enriches TMT decision-making literature and consensus research. Moreover, by examining the moderating effect of collective team identification, this study articulates why TMT members fail to achieve strategic consensus even when they have sufficiently discussed the task-relevant information. [ABSTRACT FROM AUTHOR]

Purpose: Teams have become the dominant mode of work in contemporary organizations and critical for successful completion of various tasks, projects and overall organizational effectiveness. Organizational factors such as organizational culture have often been investigated as contributing to team performance since it is difficult to develop and engage teams. But the effect of (organizational) team culture on team effectiveness (TE) has received less support. Therefore, this paper examines how factors such as organization team culture (OTC) affect different dimensions of TE in a power sector organization which has undergone a business transformation resulting in adoption of team-based work structures. Design/methodology/approach: Survey instrument capturing the variables of organizational team culture and TE was administered to mid-level managers in a power sector organization in India. Structural equation modeling (SEM) was used to test the model fit for the proposed model. Findings: A key finding of the research was that team culture (OTC dimensions) (i.e. participation, communication, trust, training inputs and support and support for teamwork) contribute to TE. Originality/value: OTC and its impact on creating effective teams, particularly in the power sector, is an original contribution of this research. The OTC and TE framework may be used to diagnose team weaknesses and concerns and to design effective HR interventions. [ABSTRACT FROM AUTHOR]

Purpose: Faultline literature has been extensively examined for its effect on various outcomes. Barring a few exceptions, this research has primarily inferred the adverse impact of such splits. The purpose of this theoretical paper is to assert that these divisions can also be formed based on positive psychological capacities, which will cause a divide, but eventually help increase performance. Design/methodology/approach: This paper offers a conceptual model that links employee psychological capital with the faultline literature and suggests its impact on team performance. It also explores the positive moderating effect of time and team goal orientation. Findings: The study asserts that there will be an initial divide, but the positive faultlines will improve team performance. Several propositions are formulated that provide the opportunity for further examination. Originality: This paper makes a contemporary and important conceptual contribution to the faultline literature by proposing a new notion: "positive faultlines." To view the effect of faultlines from a positive perspective, a pioneering endeavor is made to explore the impact of employees' psychological capital in teams. By integrating the faultline literature with positive organizational behavior, this study offers an alternative line of thinking on team compositional dynamics. [ABSTRACT FROM AUTHOR]