Collective orientation and its implications for coordination and team performance in interdependent work contexts

Abstract

Purpose This paper aims to explore the influence of collective orientation (CO) on coordination and team performance for interdependently working teams while controlling for person-related and team variables. Design/methodology/approach A total of 58 two-person-teams participated in a simulation-based firefighting task. The laboratory study took 2 h for each team. The effects of CO in tasks of increasing complexity were investigated under the consideration of control variables, and the relations between CO, coordination and team performance were assessed using a multivariate latent growth curve modeling approach and by estimating indirect effects in simple mediation models. Findings Team members high on CO performed significantly better than low-scoring members. The effect of CO on team performance was independent from an increasing task complexity, whereas the effect of CO on coordination was not. The effect of CO on team performance was mediated by coordination within the team, and the positive relation between CO and performance persists when including group efficacy into the model. Research limitations/implications As CO is a modifiable person-related variable and important for effective team processes, additional research on factors influencing this attitude during work is assumed to be valuable. Practical implications CO is especially important for highly interdependently working teams in high-risk-organizations such as the fire service or nuclear power plants, where errors lead to severe consequences for human beings or the environment. Originality/value No other studies showed the importance of CO for coordination and team performance while considering teamwork-relevant variables and the interdependence of work.

Institutional pressures and risk governance: testing the mediation role of collectivist orientation among financial institutions in Uganda

“…According to Hagemann et al (2021), collectivist orientation (CO) refers to "an attitude that enhances team performance through coordination, evaluation and consideration of task inputs from other team members while performing a team task". Oyserman et al (2002) posited that collectivism is the assumption that binds and mutually obligates individuals toward common interests.…”

Something Old or Something New?

“…Because of their identification with the group, individuals with high CO are more engaged in support behaviors to accomplish team tasks (Dierdorff et al, 2011). Collectively oriented members increasingly engage in interaction behaviors, which amends team performance (Driskell et al, 2010;Hagemann et al, 2021). CO has been shown to be advantageous for complex (nonroutine) situations, as teams are better able to coordinate their actions (Hagemann et al, 2021).…”

“…Collectively oriented members increasingly engage in interaction behaviors, which amends team performance (Driskell et al, 2010;Hagemann et al, 2021). CO has been shown to be advantageous for complex (nonroutine) situations, as teams are better able to coordinate their actions (Hagemann et al, 2021). We assume that experience and acceptance with WFH and CO are associated with team success in the instant adjustment to virtual teams.…”

Person-Organization Fit as determinant of Constructive Deviance Behavior: the mediating role of Psychological Ownership and the moderating role of Collectivist Orientation. A Conditional Process Analysis

“…Research found that collectivist orientation (CO) is an important factor that impacts an employee's behaviors to greater extent (Zulfiqar et al, 2019). CO can be defined as views about one's self, of how his goals and the goals of the group he works in are interdependent (Hagemann et al, 2020). One's perception about the relationship with other group memebers and group cohesiveness plays a key role in driving human behaviors at work (Hagemann et al, 2020;Hofstede, 2001).…”