Confidence Is Key: Collective Efficacy, Team Processes, and Team Effectiveness

Elms, Alexandria K.; Gill, Harjinder; González-Morales, M. Glória

doi:10.1177/10464964221104218

Cited by 11 publications

(11 citation statements)

References 60 publications

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“…Most scholars are concerned with the effects of collaboration on learning outcomes, such as cognitive improvement, behavioral skill development, and work completion, but less research has been conducted on collective efficacy and social experience, which are strongly related to collaborative effectiveness [30,31]. For example, Elms et al [32] investigated collective efficacy as a key predictor of team effectiveness, which was consistent with the argument of Goncalo et al [30] that collective efficacy contributes to team perfor-mance owing to its ability to motivate members and provide direction for cohesive effort. Additionally, learners' cognitive processes and learning outcomes tend to be profoundly affected by social experience, like social-emotional experiences [33].…”

Section: Literature Review 21 Key Constructs Of Collaborative Experiencementioning

confidence: 99%

Creating an Immersive Virtual Reality Game Space for Multiuser, Synchronous Co-Located Collaboration: Design Considerations and Influencing Factors

Feng,

Luo,

et al. 2024

Applied Sciences

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The last decade has witnessed the rapid development of immersive virtual reality (IVR) and its application in various contexts. However, its application in supporting real-time virtual collaboration has been quite rare due to technical barriers and the lack of validated design principles. To address this research gap, this study designed and developed an IVR space to enable multiuser synchronous co-located collaboration to complete a fantasy game. An evaluation study (N = 95) was conducted to explore its useful design considerations and the influencing factors for collaboration experience in the game. The IVR space was enabled by the simultaneous localization and mapping (SLAM)-based inside-out tracking technique and was informed by four essential design considerations for promoting effective collaboration in IVR, namely, the role script, learning task, collaboration mechanism, and communication design. The study results revealed that students in general were satisfied with their collaboration experience in IVR, with social presence and collaboration competency as significant predictors of collective efficacy and social experience. Based on both quantitative and qualitative results, this study proposes four validated principles for designing effective IVR spaces to support synchronous co-located collaboration.

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Section: Literature Review 21 Key Constructs Of Collaborative Experiencementioning

confidence: 99%

Creating an Immersive Virtual Reality Game Space for Multiuser, Synchronous Co-Located Collaboration: Design Considerations and Influencing Factors

Feng,

Luo,

et al. 2024

Applied Sciences

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“…In a TMT with high collective efficacy, the CEO believes in himself and the enterprise's ability to achieve the desired results (Chen et al, 2019). Thus, they will constantly follow the market trail, remain vigilant of competitors, seize new market opportunities ahead of competitors, and launch innovative products and services (Elms et al, 2022). On the other hand, in an enterprise, if TMT members have a strong sense of collective efficacy as well as collective power and faith (Alavi and McCormick, 2018), then TMT members can substantially impact their entrepreneurial activity.…”

Section: Hypothesis Development the Moderating Effect Of Tmt Collecti...mentioning

confidence: 99%

“…TMT characterized by high collective efficacy are more likely to recover from failure and are more likely to create a positive work environment and emotional climate (DeRue et al, 2010;Rapp et al, 2021). This is because the positive beliefs brought by TMT collective efficacy can inhibit and alleviate this failure cognition, thus effectively controlling the team's anxiety and reducing the negative emotions associated with the execution of corporate tasks (Elms et al, 2022). In this case, the executive team tends to view the situation as an opportunity full of positivity and development, rather than complete negativity and danger.…”

Section: Hypothesis Development the Moderating Effect Of Tmt Collecti...mentioning

confidence: 99%

“…Furthermore, it plays a cornerstone role in shaping the enterprise strategy process and organizational results (Luo and Lin, 2022). In the face of a complex market environment, the TMT with high collective efficacy has stronger rational thinking ability and tends to set clearer goals, thereby helping the CEO to make more effective entrepreneurial-oriented strategic decisions (Elms et al, 2022;Goswami, 2022).…”

Section: Introductionmentioning

confidence: 99%

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The necessity of others: Entrepreneurial self-efficacy, TMT collective efficacy, CEO-TMT interface, and entrepreneurial orientation

Peng

Xiaofan²,

Horsey³

2023

Front. Psychol.

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Entrepreneurial orientation is the key factor for enterprises to obtain competitive advantages in dynamic circumstances. Thus, prior studies established the effect of psychological factors, for instance, entrepreneurial self-efficacy on entrepreneurial orientation using social cognitive theory. However, prior studies presented two main opposite views consisting of a positive and negative relationship between entrepreneurial self-efficacy and entrepreneurial orientation as well as providing no alleyway to enrich this relationship. We join the conversation on the positive linkage and argue on the essence of exploring the black box mechanisms to strengthen enterprises’ entrepreneurial orientation. We employed the social cognitive theory and collected 220 valid responses from CEOs and TMTs from 10 enterprises in the high-tech industrial development zones of nine provinces in China to clarify the effect of top management team (TMT) collective efficacy, and CEO–TMT interface on the link between entrepreneurial self-efficacy and entrepreneurial orientation. Our findings show that entrepreneurial self-efficacy positively affects entrepreneurial orientation. In addition, we found that a higher level of TMT collective efficacy strengthens the positive relationship between entrepreneurial self-efficacy and entrepreneurial orientation. Moreover, we discovered differential moderating effects. First, CEO-TMT interface positively affects entrepreneurial orientation when it interacts with TMT collective efficacy and entrepreneurial self-efficacy. Second, CEO-TMT interface has a significant negative indirect effect on entrepreneurial orientation, when it only interacts with TMT collective efficacy. Our study enriches the entrepreneurial orientation literature by positioning TMT collective efficacy and CEO-TMT interface as social cognitive mechanisms underlying the development of entrepreneurial self-efficacy and entrepreneurial orientation nexus. Thus, we open a window of opportunities for CEOs and decision-makers to maintain a sustainable position in the market, grasping more opportunities in uncertain conditions via timely entries into new markets and maintaining pre-existing ones.

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“…Within the ever-evolving landscape of team processes, two critical components emerge as pivotal, especially within the context of uncertainty: building confidence during transition phases and facilitating backup behavior during action phases. To elaborate, team confidence has demonstrated close ties to process behaviors, including contingency planning (Elms et al, 2023), while backup behavior plays a crucial role in enabling team members to identify and address any gaps in teamwork (Abankwa et al, 2019). These aspects are particularly relevant in the context of novel team membership change events.…”

mentioning

confidence: 99%

Team Membership Change Events: Processes That Support Gender Diverse Teams

Feitosa,

Davis,

Romain

et al. 2023

Small Group Research

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Recent global events have triggered compositional changes in the workplace (e.g., intentional diversification and sudden team member removal). This study investigates whether team gender diversity and the novelty of membership changes moderate the relationship between team processes and performance. We found that development of team confidence plays a pivotal role in shaping performance through its influence on backup behavior. Moreover, gender-balanced teams were better at translating their confidence into backup behaviors, and teams experiencing reduced novelty during membership change events tend to leverage these behaviors more effectively, leading to enhanced overall performance. We explored several theoretical and practical implications.

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Confidence Is Key: Collective Efficacy, Team Processes, and Team Effectiveness

Cited by 11 publications

References 60 publications

Creating an Immersive Virtual Reality Game Space for Multiuser, Synchronous Co-Located Collaboration: Design Considerations and Influencing Factors

Creating an Immersive Virtual Reality Game Space for Multiuser, Synchronous Co-Located Collaboration: Design Considerations and Influencing Factors

The necessity of others: Entrepreneurial self-efficacy, TMT collective efficacy, CEO-TMT interface, and entrepreneurial orientation

Team Membership Change Events: Processes That Support Gender Diverse Teams

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