Teams embedded in organizations: Some implications.

Abstract

From the early 1980s to the present, organizations have increased their reliance on teams. Over the same time period, the amount of traditional small group–team research has decreased. The void has been filled by research that is focused on issues facing task-performing teams embedded in organizations. It is argued here that the organizational perspective has produced research that complements and extends past research on groups and teams. A case is made for differences in orientation between traditional team research and work aimed specifically at teams in organizations. Implications of these differences are explored.

The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance.

“…To date, however, consideration of personality characteristics and social exchange relationships as predictors of employee performance has been addressed in two predominantly separate literatures. Additionally, while teams are increasingly important in organizations (Ilgen, 1999) and the construct of team member exchange was introduced over fifteen years ago (Seers, 1989), we are aware of no research that simultaneously examines leader member exchange (LMX) and team member exchange (TMX) relationships as predictors of employee task and citizenship performance.Emphasizing the benefits of integrative research that simultaneously considers personality and social exchange predictors of performance, this field study has two primary purposes. First, we develop and test theoretical arguments that two personality characteristics (conscientiousness and agreeableness) and two social exchange relationships (LMX and TMX) interact to predict task performance and helping behavior of professionals working in teams.…”

“…To date, however, consideration of personality characteristics and social exchange relationships as predictors of employee performance has been addressed in two predominantly separate literatures. Additionally, while teams are increasingly important in organizations (Ilgen, 1999) and the construct of team member exchange was introduced over fifteen years ago (Seers, 1989), we are aware of no research that simultaneously examines leader member exchange (LMX) and team member exchange (TMX) relationships as predictors of employee task and citizenship performance.…”

The effects of team training on team outcomes: A meta-analysis

“…Examples of teams include top management teams, task forces, and surgical teams. Since the mid-1980s, team training (a planned effort administered in a team environment to improve team performance; Goldstein & Ford, 2002) in organizations has become more prevalent due to the need for organizations to address integration across departments and functions (Ilgen, 1999) and the visibility of teams such as flight crews and air traffic controllers (Stout, Salas, & Fowlkes, 1997). The need to understand and improve team performance (the outputs and outcomes a team generates, such as products or services, individual satisfaction, and team viability (Hackman, 1987) increases as organizations tackle multifaceted issues and the need for collaboration and high-quality team performance grows (O'Connor & Yoon, 2008).…”

Unlocking the mindsets of Government Affairs Managers

“…To remain globally competitive and to raise productivity, many of these corporations need to actively recruit employees from different countries (Appelbaum and Batt, 1994;Cox and Blake, 1991;Dass and Parker, 1996;Ilgen, 1999;Stockdale and Crosby, 2004). As a result, employees interact and communicate increasingly with others who come from different cultures and backgrounds (Earley et al, 2005).…”