Regulation of Influence: An Ethical Perspective on How to Stimulate Cooperation, Trust and Innovation in Social Dialogue

Kozusżnik, Barbara; Polak, Jarosław

doi:10.1007/978-3-319-31475-4_10

Cited by 6 publications

(8 citation statements)

References 25 publications

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“…If indicators of trust deviate, e.g., as reflected by the number of “bursty” signals (lough, cry, overlapping of the voices, and loudness of the voices), machine learning system could inform participants to stop or reduce these signals. Burstiness is related to levels of interpersonal synchrony or temporal coordination and influences trust ( KoŻusznik and Polak, 2016 ) and effectiveness ( McGrath, 1984 ). Also, e.g., if the machine learning system detects that the voice is too loud it can inform the participants and invite them to decrease the volume.…”

Section: Interventions To Foster Flow In Virtual Teamsmentioning

confidence: 99%

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

et al. 2021

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More and more teams are collaborating virtually across the globe, and the COVID-19 pandemic has further encouraged the dissemination of virtual teamwork. However, there are challenges for virtual teams – such as reduced informal communication – with implications for team effectiveness. Team flow is a concept with high potential for promoting team effectiveness, however its measurement and promotion are challenging. Traditional team flow measurements rely on self-report questionnaires that require interrupting the team process. Approaches in artificial intelligence, i.e., machine learning, offer methods to identify an algorithm based on behavioral and sensor data that is able to identify team flow and its dynamics over time without interrupting the process. Thus, in this article we present an approach to identify team flow in virtual teams, using machine learning methods. First of all, based on a literature review, we provide a model of team flow characteristics, composed of characteristics that are shared with individual flow and characteristics that are unique for team flow. It is argued that those characteristics that are unique for team flow are represented by the concept of collective communication. Based on that, we present physiological and behavioral correlates of team flow which are suitable – but not limited to – being assessed in virtual teams and which can be used as input data for a machine learning system to assess team flow in real time. Finally, we suggest interventions to support team flow that can be implemented in real time, in virtual environments and controlled by artificial intelligence. This article thus contributes to finding indicators and dynamics of team flow in virtual teams, to stimulate future research and to promote team effectiveness.

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Section: Interventions To Foster Flow In Virtual Teamsmentioning

confidence: 99%

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

et al. 2021

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“…Hence, influence regulation involves the ability to accept one's vulnerability, despite the shame of not being a dependable individual. This ability, in turn, leaves space for growth and positive development of the self and others [29]. In the organizational setting, the process of regulating influence manifests in social interactions through reducing one's meaning in a team and offering space for other team members.…”

Section: Influence Regulationmentioning

confidence: 99%

“…Existing research confirms that influence regulation is related to a wide range of positive outcomes in the workplace both for team members and team leaders, including high social competences and positive relationships with others [30], emotional acceptance of a managing role [31], high development potential and effectiveness in management work [32], and organizational effectiveness in the form of effective functioning in knowledge organizations [29,32]. In addition, leaders who can regulate their influence play a crucial role in the team setting because they are role models for other individuals and their teams [33,34].…”

Section: Influence Regulationmentioning

confidence: 99%

The relationships of psychological capital and influence regulation with job satisfaction and job performance

et al. 2022

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Background and aims The individual difference predictors of positive work attitudes and behaviors have been widely investigated in the field of positive organizational scholarship. However, to date, integrating studies linking positive psychological resources, such as Psychological Capital and influence regulation, with positive organizational outcomes are still scarce. Thus, the main aim of the present study was to examine the relationships of Psychological Capital and influence regulation with job satisfaction and job performance both at the individual and team levels. Methods Within the cross-sectional multi-source research involving both team leaders and team members from 34 different teams, we examined the relationships of Psychological Capital and influence regulation with job satisfaction and job performance. The relationships of the study variables were based on the positive organizational behavior and the broaden-and-build theory of positive emotions, which suggest the positive relationships of distinct positive psychological resources with positive work outcomes. Accordingly, in addition to the widely accepted concept of Psychological Capital (PsyCap), we employed and analyzed the complimentary construct of influence regulation (i.e., the ability to intentionally share social influence with others in the workplace) both at the individual and group levels. Results The results of hierarchical linear modeling with 304 individuals from 34 teams from a diverse sample of Polish employees indicated that team members’ PsyCap was positively linked to individual-level job satisfaction and two facets of job performance, i.e. creative performance and in-role performance. In contrast, no relationship was found between influence regulation and job satisfaction or job performance at both levels of analysis. Conclusion With regard to positive interpersonal resources, the findings highlight the role of PsyCap in predicting job satisfaction and job performance and broaden the understanding of positivity in the workplace by introducing the construct of influence regulation. Also, based on the study results, managerial implications are discussed.

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“…Though these factors play critical roles to promote employee IWB, psychological barriers sometimes limit such behaviours due to poor trust and lack of cooperation among managers and co-workers. Thus, creating conditions for creativity and innovation necessitates and demands a cooperative psychological climate (Kozusznik & Polak, 2016). It refers to the employees' individual interpretation and evaluation of their work environment in terms of cooperation among the workers for the purpose of accomplishing organisational outcomes (Fisher, 2014).…”

Section: Introductionmentioning

confidence: 99%

Linking Cooperative Psychological Climate, Harmonious Passion, and Servicing Empowerment with Innovative Work Behaviour

Jan¹,

Zainal

2020

AAMJ

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Innovative work behaviour (IWB) forms an essential basis for obtaining competitive advantage and long-term success for the hospitality firms. Nonetheless, empirical research on this potential behaviour has received limited attention in hospitality research. Drawing from self-determination theory (SDT), this study tests a conceptual model that examines the mediating role of harmonious passion between cooperative psychological climate and IWB within the hospitality industry. This study also recognises the importance of servicing empowerment as the boundary condition between harmonious passion and IWB. We further developed a moderated mediation model to test the above said relationships. A total of 257 employees who worked in the four- and five-star hotels in Pakistan participated in the study. Partial least structural equation modelling (PLS-SEM) was used to analyse the data. Results reported significant mediating effect of harmonious passion between cooperative psychological climate and IWB. The relationship between harmonious passion and IWB was strengthened to the extent that servicing empowerment in the hotel firms was high. Furthermore, the indirect effect of cooperative psychological climate on IWB (via harmonious passion) was stronger when the servicing empowerment was high. Practitioners looking to enhance harmonious passion and IWB can do so by creating a cooperative climate in their hotel firms. This study carries value as research on harmonious passion in the organisational context is still unexplored and this study extends the scope of cooperative psychological climate research that this factor has the potential to foster employees’ harmonious passion leading them display IWB.

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Regulation of Influence: An Ethical Perspective on How to Stimulate Cooperation, Trust and Innovation in Social Dialogue

Cited by 6 publications

References 25 publications

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

The relationships of psychological capital and influence regulation with job satisfaction and job performance

Linking Cooperative Psychological Climate, Harmonious Passion, and Servicing Empowerment with Innovative Work Behaviour

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