Learning and Performance in Multidisciplinary Teams: The Importance of Collective Team Identification

Vegt, Gerben S. van der; Bunderson, J. Stuart

doi:10.5465/amj.2005.17407918

Cited by 868 publications

(752 citation statements)

References 42 publications

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“…Higher level managers who are external to the teams' operations rated teams' performance on five items (used in Van der Vegt & Bunderson, 2005). TFL was assessed using a 5-point scale (0 ϭ never, 4 ϭ frequently), and performance and satisfaction were measured on 7-point Likert scales (1 ϭ strongly agree, 7 ϭ strongly disagree).…”

Section: Example 3: Leadership and Team Performance (Mediation In Amentioning

confidence: 99%

A general multilevel SEM framework for assessing multilevel mediation.

Preacher

Zyphur

Zhang

2010

Psychological Methods

3,006

3,051

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Several methods for testing mediation hypotheses with 2-level nested data have been proposed by researchers using a multilevel modeling (MLM) paradigm. However, these MLM approaches do not accommodate mediation pathways with Level-2 outcomes and may produce conflated estimates of between-and within-level components of indirect effects. Moreover, these methods have each appeared in isolation, so a unified framework that integrates the existing methods, as well as new multilevel mediation models, is lacking. Here we show that a multilevel structural equation modeling (MSEM) paradigm can overcome these 2 limitations of mediation analysis with MLM. We present an integrative 2-level MSEM mathematical framework that subsumes new and existing multilevel mediation approaches as special cases. We use several applied examples and accompanying software code to illustrate the flexibility of this framework and to show that different substantive conclusions can be drawn using MSEM versus MLM. Researchers in behavioral, educational, and organizational research settings often are interested in testing mediation hypotheses with hierarchically clustered data. For example, Bacharach, Bamberger, and Doveh (2008) investigated the mediating role of distress in the relationship between the intensity of involvement in work-related incidents and problematic drinking behavior among firefighting personnel. They used data in which firefighters were nested within ladder companies and all three variables were assessed at the subject level. Using data from customer service engineers working in teams, Maynard, Mathieu, Marsh, and Ruddy (2007) found that team-level interpersonal processes mediate the relationship between team-level resistance to empowerment and individual job satisfaction. Both of these examples-and many others-involve data that vary both within and between higher level units. Traditional methods for assessing mediation (e.g., Baron & Kenny, 1986;MacKinnon, Lockwood, Hoffman, West, & Sheets, 2002;MacKinnon, Warsi, & Dwyer, 1995) are inappropriate in these multilevel settings, primarily because the assumption of independence of observations is violated when clustered data are used, leading to downwardly biased standard errors if ordinary regression is used. For this reason, several methods have been proposed for addressing mediation hypotheses when the data are hierarchically organized.These recommended procedures for testing multilevel mediation have been developed and framed almost exclusively within the standard multilevel modeling (MLM) paradigm (for thorough treatments of MLM, see Bryk, 2002, andSnijders &Bosker, 1999) and implemented with commercially available MLM software, such as SAS PROC MIXED, HLM, or MLwiN. For example, some authors have discussed models in which the independent variable X, mediator M, and dependent variable Y all are measured at Level 1 of a two-level hierarchy (a 1-1-1 design, adopting notation proposed by Krull & MacKinnon, 2001), 1 and slopes either are fixed (Pituch, Whittaker, & Stapleton, 2005...

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Section: Example 3: Leadership and Team Performance (Mediation In Amentioning

confidence: 99%

A general multilevel SEM framework for assessing multilevel mediation.

Preacher

Zyphur

Zhang

2010

Psychological Methods

3,006

3,051

View full text Add to dashboard Cite

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“…Team identification reflects a perception of oneness with, or belonging to, a team; it captures the extent to which a workteam is valued and contributes to a sense of self (Ashforth and Mael 1989). Although social identity research suggests that correlated demographic characteristics increase the likelihood of subgroups and reinforce existing category boundaries (Eurich-Fulcer and Schofield 1995), the strength of members' attachment to the group (team identification) may bind members together into a powerful psychological entity (Gaertner et al 1993, Van der Vegt andBunderson 2005). Therefore, our study also examines how team identification affects the relationships between faultlines and group performance outcomes.…”

mentioning

confidence: 99%

Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance

Bezrukova

Jehn

Zanutto

et al. 2009

Organization Science

375

548

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I n this study we examine a moderated model of group faultlines, team identification, and group performance outcomes. We extend research on faultlines by showing how different faultline bases (social category and information-based faultlines) may have differential effects on the performance of groups. In addition to faultline strength (the extent of demographic alignment across members within a group), we examine the distance between faultline-based subgroups (e.g., two members of age 20 are closer in age to two members of an opposing subgroup of age 25 than of two members of age 50). We test our model using an archival field methodology and multiple-source data (qualitative and quantitative) from 76 workgroups in a Fortune 500 information-processing company. Our results revealed that groups with social category faultlines had low team discretionary awards. Faultline distance further exacerbated the negative effects of strength in groups with social category faultlines and produced similarly negative effects in groups with information-based faultlines. Team identification served as a moderator enhancing performance of groups with information-based faultlines.

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“…As is a norm in teams research, we retained only data from teams with three or more team members' responses to increase the reliability of our estimates (cf. Van der Vegt & Bunderson, 2005). Therefore, our study sample was reduced to 53 teams (68% of teams) whose collaborative experience was reported by 217 team members.…”

Section: Methods Study Design and Samplementioning

confidence: 99%