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This study focuses on team members' perceptions of organizational support as antecedents of team processes and potency. Potency is team members' collective belief that the team can be effective. In a field study of 39 work teams in six organizations, the authors find a positive relationship between organizational support and potency that is mediated by effective team processes. The authors also find a positive relationship between team processes and managers' ratings of team performance that is mediated by potency. Understanding how organizational support affects potency is important because research has consistently found that potency is strongly associated with team performance, yet little is known about how organizational context affects potency. Therefore, this research has practical as well as theoretical implications.

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High technology investments are a rapidly growing segment of business capital expenditures. The questionnaire responses presented in this paper provide information on the capi t a1 investment dlecision processes currently being used for high t ethnology projects. Respondents indicate that the capital evaluation techniques used to justify high technology investments are similar to those used for other types of capital projects and that high-tech projects must meet 4norrnal requirements for project accept ability. Respondents specified that a wide variety of factors, some quantified and some not quantified (such as quality control and reduced lead time), are included in their decision process. While there is general satisfaction with the procedures used for project justification, the relative newness of these investments suggests that there is a need to gather more detailed information about this type of capit a1 decision.