Team viability for long-term and ongoing organizational teams

Bell, Suzanne; Marentette, Brian J.

doi:10.1177/2041386611405876

Cited by 81 publications

(95 citation statements)

References 61 publications

(124 reference statements)

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“…Team viability is defined as a team's capacity for the sustainability and growth required for success in future performance episodes (Bell & Marentette, 2011). Since TWE is characterized by positive affect within a team and by a high level of collective dedication to work, it is likely that in teams with high TWE, its members welcome the possibility for working together in the future, as well as their perceptions of room for development as a team.…”

Section: Twe and Related Variablesmentioning

confidence: 99%

Empirical Validation of the Team Work Engagement Construct

Costa

Passos

Bakker

2014

Journal of Personnel Psychology

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Abstract. This article presents an empirical validation of the construct of team work engagement. Two different samples were used to test the hypotheses. Results from convergent and discriminant validity are presented as well as confirmatory factor analysis that explores the construct's factor structure. Results support the idea that team-and individual-level work engagement are two different, yet related, constructs. However, data do not support the factorial invariance across levels: At the team level, the 1-factor structure, and not the 3-factor one, seems to be the one that best fits the data. This is a necessary first step for future research providing a justification for further analyzing the importance of team work engagement and its relationship with other variables, namely with team effectiveness.

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Section: Twe and Related Variablesmentioning

confidence: 99%

Empirical Validation of the Team Work Engagement Construct

Costa

Passos

Bakker

2014

Journal of Personnel Psychology

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“…This has normally been explained by the fact that strong emotional ties among team members often result in a positive team experience (Foo, Sin, & Yiong, 2006). The degree to which individuals find their team experience to be pleasant determines whether they would like to remain on the team (Bell & Marentette, 2011;Sundstrom, De Meuse, & Futrell, 1990). This is often used to explain why an individual's satisfaction and enjoyment with his or her team is positively related to team viability (Costa, Margarida Passos, & Bakker, 2014;Ratcheva & Vyakarnam, 2001).…”

Section: Team Emotional Attachment and Team Visibilitymentioning

confidence: 99%

Emotional Attachment, Performance, and Viability in Teams Collaborating with Embodied Physical Action (EPA) Robots

You¹,

Robert²

2018

JAIS

106

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Although different types of teams increasingly employ embodied physical action (EPA) robots as a collaborative technology to accomplish their work, we know very little about what makes such teams successful. This paper has two objectives: the first is to examine whether a team's emotional attachment to its robots can lead to better team performance and viability; the second is to determine whether robot and team identification can promote a team's emotional attachment to its robots. To achieve these objectives, we conducted a between-subjects experiment with 57 teams working with robots. Teams performed better and were more viable when they were emotionally attached to their robots. Both robot and team identification increased a team's emotional attachment to its robots. Results of this study have implications for collaboration using EPA robots specifically and for collaboration technology in general.

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“…Despite the prevalence of work teams within organisations (Devine et al, 1999), extant literature shows a gap in studies on the combined effects of direct and hybrid pay incentives on team performance over time. In addition, studies which examine change in performance through time are lacking within the team literature (Bell & Marentette, 2011;Ployhart & Vandenberg, 2010;Stewart, 2010;Sonnentag, 2012). This study draws on the extant literature on cooperation and competition (e.g.…”

Section: Introductionmentioning

confidence: 99%

The effects of hybrid pay incentives on work-team performance: A longitudinal study

Dlamini¹,

Sutherland

Werbeloff

2015

SAJEMS

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Despite the widespread use of pay incentives to drive performance, few studies empirically demonstrate their long-term benefits within work-team settings in field studies; even fewer studies incorporate hybrid pay incentives in their design. This longitudinal field study explored the effects on individual work performance of allocating tellers to teams with supervisors who received hybrid pay incentives, where 60 per cent of their incentive was based on the individual performance of each of their team members and 40 per cent on their own performance. It was conducted on bulk-cash tellers working in 19 centres, using a time-series design. The results, derived from quantitative data collected from 82 individual tellers over 24 months, showed that hybrid pay incentives for supervisors of teams of tellers, some of whom were individually incentivised, were associated with significant increases in the volume, speed and accuracy of deposit processing by all the tellers. The findings empirically demonstrate the long term sustainability of improved performance associated with the introduction of hybrid pay incentive structures within work teams.

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Team viability for long-term and ongoing organizational teams

Cited by 81 publications

References 61 publications

Empirical Validation of the Team Work Engagement Construct

Empirical Validation of the Team Work Engagement Construct

Emotional Attachment, Performance, and Viability in Teams Collaborating with Embodied Physical Action (EPA) Robots

The effects of hybrid pay incentives on work-team performance: A longitudinal study

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