Does Team Culture Matter? Roles of Team Culture and Collective Regulatory Focus in Team Task and Creative Performance

Shin, Yuhyung; Kim, Mi-Hee; Choi, Jin Nam; Lee, Sang Hoon

doi:10.1177/1059601115584998

Cited by 67 publications

(83 citation statements)

References 93 publications

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“…Due to the blurring of organizational boundaries and the proliferation of self-managing teams, team culture is increasingly important to HR practice [66]. People desire to appear culturally appropriate and good [67].…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Guanxi HRM Practice and Employees’ Occupational Well-Being in China: A Multi-Level Psychological Process

Xie

Tang

2020

IJERPH

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Chinese employees may experience and respond to guanxi human resource management (HRM) practice (e.g., recruiting, selecting, inducting and appraising employees based on personal relationships). Little has been done to examine the linkage between guanxi HRM practice and employees’ occupational well-being. This study investigates the psychological process of how guanxi HRM practice affects employees’ occupational well-being. The theoretical model of this study proposes that employee psychological safety mediates the relationship between guanxi HRM practice and occupational well-being, while collectivistic team culture moderates the relationship between guanxi HRM practice and psychological safety. Multi-level data from 297 employees nested within 42 teams support all hypotheses. This study reveals the cross-level effects of guanxi HRM practice and providing practical suggestions for future research on psychologically safe and healthy work environments.

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Section: Hypothesis Developmentmentioning

confidence: 99%

Guanxi HRM Practice and Employees’ Occupational Well-Being in China: A Multi-Level Psychological Process

Xie

Tang

2020

IJERPH

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“…The conception of organizational culture symbolizes an anthropological metaphor used in research on organizational behavior, business, and management (Morgan, Gregory, & Roach, 1997). The prior literature on organizational culture has acknowledged the presence of diversified subcultures at team level within organizations (Hofstede, 1998;Jermier, Slocum Jr, Fry, & Gaines, 1991) and affirmed significant relationship between team cultures and employee job attitudes (Adkins & Caldwell, 2004;Lok, Westwood, & Crawford, 2005), but minimum is empirically investigated in relation to the association of team culture and team performance (Shin, Kim, Choi, & Lee, 2016). Team culture is the offshoot of organizational culture which may be developed considering the political, geographical, ethnic, religious or other dynamics of the teams.…”

Section: Team Culturementioning

confidence: 99%

The Effect of Knowledge Sharing on Team Performance through Lens of Team Culture

Jamshed¹,

Nazri²,

Bakar³

2018

AJBMR

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Knowledge Sharing is a significant facilitator of performance in organizations through teams for gaining competitive advantage. However, very few studies investigated the relationship between knowledge sharing and team environment with a subsequent effect on team performance. For effective team performance, team members are encouraged to exchange their varied knowledge, opinions, paradigms, and expertise required to accomplish team tasks. Therefore, this study attempts to investigate the effect of knowledge sharing on team performance through the lens of team culture. A quantitative study by employing survey method was conducted by collecting data from healthcare teams working in healthcare institutions of Pakistan. The study examines the direct and indirect effect of team culture on team performance by statistically testing the research model by utilizing the technique of structural equation modeling. Results from response by106 teams comprised of 397 members' exhibit that teams with visible performance indicators depict strong team cultures which deemed important for sharing knowledge amongst team members. The study findings provide useful insights and contribute to the literature of team performance and knowledge sharing in the healthcare sector and urge administrators to encourage team members to share their expertise enhancing the performance of teams.

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“…In addition, some of the other constructs that affect team effectiveness were found by different authors, which are agreeableness (17), preassessment of teams and rewarding achievement by Figl (23) ,work overload (20) ,team discussion (24). It was also found that team prevention and promotion focused by Shin, Kim (25). Purna Sudhakar, Farooq (26) found that team climate, team diversity, team member competencies and characteristics, and top management support also affect team effectiveness.…”

Section: Literature Reviewmentioning

confidence: 97%

Modelling Team Effectiveness and its Determinants Among Multidisciplinary Engineering Students: A Case of Malaysian Public University

Hussein¹,

Daud²,

Mantoro³

et al. 2018

IJET

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Team effectiveness depends on the performance of each team member. Success or failure of a team highly relies on the interaction level of all members. Effective teamwork is a critical learning outcome for engineering students and it is one of the most desired skill required by employers. All engineering graduates must have the ability to function in multidisciplinary teams. Prior studies had also found that, many Malaysian employers agreed that the lack of team working skill among the Malaysian graduates would risk the survival of an organisation and in result developing low-level interpersonal skills which is equally necessary for working effectively in a team. However, in the engineering education literature most of the previous studies have focused on the area of professional environments. A very few studies were conducted in the context of educational environments to identify the factors that affect the team effectiveness in higher education. Moreover several internal and external factors also inﬂuence the outcomes of student teamwork and not every group is effective in their objectives and numerous groups fail. Therefore, this study is designed to identify the underlying factors that help students to develop their teamwork skill, thus improving team effectiveness. Hence, upon analysing the articles found in this study, nine (factors were identified to have more impacts towards team effectiveness, which were (1) team communication, (2) trust, (3) team cohesion, (4) team leadership, (5) team coordination and cooperation, (6) team commitment, (7) team performance, (8) team satisfaction, and (9) task interdependence. In addition, after comparing several models and theories, a conceptual model that demonstrates relationships among the identified factors was proposed. It asserted team performance and team satisfaction as the predictors of team effectiveness.

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Does Team Culture Matter? Roles of Team Culture and Collective Regulatory Focus in Team Task and Creative Performance

Cited by 67 publications

References 93 publications

Guanxi HRM Practice and Employees’ Occupational Well-Being in China: A Multi-Level Psychological Process

Guanxi HRM Practice and Employees’ Occupational Well-Being in China: A Multi-Level Psychological Process

The Effect of Knowledge Sharing on Team Performance through Lens of Team Culture

Modelling Team Effectiveness and its Determinants Among Multidisciplinary Engineering Students: A Case of Malaysian Public University

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