Control crews are highly trained teams responsible for monitoring complex systems, performing routine procedures, and quickly responding to nonroutine situations. Previous literature suggests that higher-performing control crews engage in adaptive behavior during high-workload or crisis situations. Other work suggests that higher-performing crews use periods of lower workloads to prepare for future problems. To understand which behaviors performed during which situations better differentiate lower- from higher-performing crews, we conducted a study of 14 nuclear power plant control room crews and examined adaptive behaviors and shared mental model development in the crews as they faced monitoring, routine, and nonroutine situations. Our results suggest that few differences in adaptive behaviors exist between higher- and lower-performing crews during monitoring or routine situations, but that information collection and shared mental model development activities, and intracrew processes used during model development, differ significantly between lower- and higher-performing control crews during nonroutine situations.group dynamics, teams, shared cognition, mental models, nuclear power

Summary While it is generally known that interpersonal trust facilitates individual functioning, few studies have examined the role of specific features of the interpersonal trust network — individual, dyadic, third‐party, and network‐level features — on individual performance. We adopt a multilevel perspective of interpersonal trust to examine how individuals' performance is not only predicted by their individual‐level centrality in the interpersonal trust network but also moderated, at the network level, by the overall centralized nature of that network. Further, we examine whether mutual trust relationships at the dyadic level, as well as shared trust ties to common third parties, can predict individuals' performance. We test our hypotheses with 206 members in 15 professional networking groups and find that interpersonal trust operates at multiple levels to predict members' performance in terms of generating income from business referrals. These findings provide theoretical and practical implications on how interpersonal trust relationships operate and can be managed for performance gains. Copyright © 2016 John Wiley & Sons, Ltd.

This study examined the relations between task type, transactive memory, and group performance. Twenty-three-person groups collaborated on two group tasks: a recall task and an intellective task. The type of transactive memory system imposed on the group (differentiated or integrated) was manipulated. Although there were no statistically significant performance differences between the two types of transactive memory systems on the recall task, the results showed that groups with an integrated transactive memory system completed an intellective task faster and had greater accuracy than those with a differentiated transactive memory system. Groups with an integrated transactive memory reported more helping, error correction, and collaboration, whereas groups with a differentiated transactive memory reported more clarity in the division of responsibility. A content analysis of the videotaped interactions showed that groups with an integrated transactive memory demonstrated behaviors emphasizing the use of shared information, whereas groups with a differentiated transactive memory demonstrated behaviors emphasizing the use of unique information.

This research proposes and tests an empathy model of guest-directed discretionary behaviours (i.e., citizenship and counterproductive behaviours) using two studies conducted in three hotels. Building on the two-stage model of empathic mediation, we examined the mediating role of empathic concern in the relationship between perspective taking and both forms of discretionary behaviours in Study 1. Support for this mediated model was found in relation to citizenship behaviours but not for counterproductive behaviours. Study 2 was conducted to extend these findings using peer reports of discretionary behaviours, and to apply an interactional psychology perspective to predict guest-directed counterproductive behaviours. We drew upon trait activation theory to highlight the importance of situational triggers, in the form of interpersonal injustice from guests, in moderating the relationship between perspective taking and counterproductive behaviours, mediated through empathic concern. We found support for the hypothesized moderated mediation effect, such that perspective taking inhibited counterproductive behaviours through empathic concern only when interpersonal injustice was high, but not when injustice was low. Replicating the results in Study 1, perspective taking also positively predicted peer-reported citizenship behaviours, but this was not mediated by empathic concern. Research and practical implications from these findings are discussed. Practitioner Points• Highlights to organizations in the hospitality industry the importance of perspective taking in generating customer goodwill, through promoting employees' citizenship behaviours towards guests, and in reducing their counterproductive behaviours in instances of guest injustice.• Suggests ways in which organizations can develop employees' perspective taking, such as appointing mentors or role models, providing training programmes to help

Few studies have examined the relationship between customer injustice and employees' retaliatory counterproductive behaviors toward customers, and those that have done so have been conducted in a Western setting. We extend these studies by examining the relationship in a Singaporean context where retaliatory behaviors by employees might be culturally constrained. While the previously established positive relationship between customer injustice and counterproductive behaviors was not replicated using peer-reported data from employees across two hotels in Singapore, we found that individuals' selfefficacy and perceived social support moderated it. Specifically, the injusticeto-counterproductive behaviors relationship was positive for individuals with high self-efficacy, and for those who perceived high levels of supervisor social support. The findings offer insights into when Singaporean employees and, potentially, employees from other Confucian Asian societies will retaliate against customer injustice, and provide practical implications of how managers can help employees cope with customer injustice.