Retracted: Collective fit perceptions: A multilevel investigation of person–group fit with individual‐level and team‐level outcomes

Abstract

This study describes a multilevel examination of person-group (PG) fit perceptions in a sample of 1023 individuals working in 92 teams at a private sector R&D firm. Using confirmatory factor analysis and multilevel random coefficient modeling, we provide evidence that perceptions of team-level collective fit are unique from aggregated individual-level PG fit perceptions at the individual and team levels. We demonstrate that collective values-based and abilities-based fit perceptions showed unique and positive relationships with team cohesion, team efficacy, and team performance, after accounting for aggregated individual perceptions of PG fit. Results also demonstrate that cohesion partially mediates the relationship between collective fit and team performance. Cross-level effects were also supported, indicating that collective fit explains additional variance in individual-level outcomes, beyond individual-level PG fit perceptions. The usefulness of employing a multilevel approach to studying PG fit is discussed. have begun to establish that such a construct exists, but research has not yet demonstrated that collective fit is differentiable from aggregated individual-level fit perceptions. These studies have also exclusively examined collective fit and team-level outcomes, disregarding possible cross-level effects that these emergent perceptions may have on individual-level outcomes (Bliese, 2000). By ignoring cross-level effects, current estimates of individual-level fit relationships may be biased because they fail to account for variance attributable to fit at higher levels. This study adds to the nascent literature on collective fit by using multilevel analysis to empirically demonstrate its difference from individual-level fit perceptions, and explore its relationships with work-relevant outcomes at both the team and individual levels.By doing so, this study contributes to the fit literature in multiple ways. First, building on early conceptual work distinguish between collective fit perceptions that form through referent-shift consensus (Chan, 1998) as derived from but conceptually distinct from individuals' experiences of fit within the team. We use multilevel confirmatory factor analysis (CFA) to provide evidence of this distinctiveness. Second, we use multilevel random coefficient modeling (MRCM) to test the cross-level effects of collective fit perceptions. The cross-level effects are particularly noteworthy, as they shed new light on possible bias in past estimates of PG fit relationships that did not account for the context of collective fit in the team. Finally, we extend prior work on outcomes of collective fit at the team-level, providing a holistic picture of the influence of collective fit on team-level and individual-level outcomes. Through these analyses, we validate collective fit perceptions as a construct that is unique from individual-level perceptions of PG fit, which has unique and incremental relationships with both team-level and individual-level outcomes.

Is the project ‘mine’ or ‘ours’? A multilevel investigation of the effects of individual and collective psychological ownership

“…However, similar to arguments around self‐efficacy (Bandura, ) and other collective constructs (e.g., Kristof‐Brown, Seong, Degeest, Park, & Hong, ), we suggest that the group‐level CPO will be different to the average IPO in the group. Brown, Crossley, and Robinson () have argued that although groups may develop CPO where an object is shared, it can also be the case that two or more individuals can simultaneously feel an object as belonging to him or herself personally.…”

The role of HRM in facilitating team ambidexterity

“…The staffing practices were central to this model, as they ensured timely, specialist knowledge that was heterogeneous across the team. In line with Kristof-Brown et al (2014), the work design and staffing practices contributed to complementary fit, where each individual has distinct capabilities that contribute to a valued outcome. The critical importance of acquiring expert knowledge to support ambidexterity is summarised in the following:…”

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention

“…Gordon et al 2014;Park, Kim, and Song 2015). The multilevel perspective allows multiple participants within the same group to rate their leader's leadership style, thus making the ratings more objective and presenting a more accurate reflection of the leadership style (Kristof-Brown et al 2014).…”