The Effect of Interpersonal Counterproductive Behavior on the Performance of New Product Development Teams

Qiu, Tianjiao; Peschek, Benjamin Steven

doi:10.1007/978-3-319-10873-5_36

Cited by 6 publications

(8 citation statements)

References 51 publications

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“…These findings are consistent with the view of Matanmi ( 2007) that the concept of efficiency as applicable to the context of the employment relationship is a function of proper management of employees at work, including the adherence to workplace ethical standards. This is also in agreement with Qiu (2013) who posited that absenteeism, unwarranted breaks, stealing of organization property, converting office equipment for personal use, gossiping are characteristic of unethical conducts and are liable to affect public and private enterprises. Hence, the commitment and satisfaction become immaterial if it does not infuse with integrity Arnold (2009).…”

Section: Social Values On Ethical Leadership and Employee Performance On Public And Private Enterprisesupporting

confidence: 89%

Application of ethical leadership and workers’ performance: A perspectives from public and private owned enterprises

Olannye

2021

irjmis

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The main objective of the study was to determine the rationale of ethical leadership in public and privately-owned enterprises. It involved two public sectors and two private sector enterprises, which comprised 221 respondents from the staff and management of the enterprises as the sample size for the study. The survey research method was used in gathering information from respondents. A stratified sampling technique was adopted for the study. A validated structured questionnaire was used for data collection. The statistical techniques adopted for processing the data and testing the hypotheses for this study compared mean using independent t-test via the use of statistical package for social science (SPSS) software version 2 1. Descriptive statistics and frequency analysis were used. The mean response was tested using a t-test. The findings of the study revealed that there is no significant difference in ethical leadership between the public and private enterprises given that the variables revealed thus (Sig. = .728, P> 0.05) and (Sig. .238, P> 0.05). The study concluded that the leadership of the public and private enterprise should have the ethical values, interpersonal qualities and capabilities to carry out the different tasks as needed by the organizations.

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Section: Social Values On Ethical Leadership and Employee Performance On Public And Private Enterprisesupporting

confidence: 89%

Application of ethical leadership and workers’ performance: A perspectives from public and private owned enterprises

Olannye

2021

irjmis

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“…If there is a huge gap between the emotions felt and display rules; employees are more likely only to engage in surface acting (Scott, Barnes and Wagner, 2012: 905). They may need to suppress the display of anger or irritation due to the professional requirements; they may feel lonely and marginalized from the organization and the duty (Qiu and Peschek, 2012). Thus, emotional dissonance, which refers to a the conflict between norms of emotional display and an employee's felt emotion is considered to have negative outcomes such as job dissatisfaction and emotional exhaustion (Günsel, 2014).…”

Section: Situational Cuesmentioning

confidence: 99%

The consequences of internal marketing activities on emotional labor in tourism industry

2017

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In today`s globalized business environments the road to survival and success is through customer satisfaction. Particularly for the service companies, employees are also required to show emotional labor in the service delivery in addition to their physical performance based on the fact that customer satisfaction is directly related to the emotions displayed by employees. Canalizing employees to perform emotional labor is an important issue. Here, the internal marketing practices emerge as a managerial tool. Accordingly employees perceptions towards internal marketing practices that are considered to have important consequences on companies, and the way internal marketing practices affect employees 'emotional labor behavior are the matters of concern. The purpose of this study is to examine how internal marketing activities in tourism enterprises affect the behavior of emotional labor of the staff working in tourism enterprises. In this study, the effects of internal marketing activities on to the behavior of emotional labor of employees were examined. The survey was conducted on 136 employees working in hotel businesses operating in the Kocaeli province tourism sector and the hypotheses developed to investigate whether the internal marketing policies applied by hotel operators affect the behavior of emotional labor and the hypotheses developed for this purpose were tested with structural equation model as the SmartPLS 2.0. The literature of the study as conceptually has been extensively reviewed and after the analysis the findings of the research have been interpreted according to the literature. Findings show that internal marketing practices are positively and significantly related to surface acting and deep acting. Moreover, findings do not provide any empirical evidence to support the direct relationship between internal marketing practices and emotional mismatch. In addition to that, in the study some issues such as the importance of emotional labor for tourism enterprises and the relationship between the practices of internal marketing and emotional labor are discussed and suggested

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“…Human aspectsindividual team members and their interactions over processes and tools-play an important role in the execution of software development process and the quality of resulting products (Colomo-Palacios et al, 2010;Graziotin et al, 2014). Software development as a knowledge intensive work group activity is closely dependent upon how team members work together toward a common goal (Qiu and Peschek, 2012). Thus, the quality of the new software product cannot be viewed as the outcome of mere individual attempts; it requires collective actio ns and intensive teamwork to be successfully completed (Lin et al, 2011).…”

Section: Software Qualitymentioning

confidence: 99%

“…Thus, the quality of the new software product cannot be viewed as the outcome of mere individual attempts; it requires collective actio ns and intensive teamwork to be successfully completed (Lin et al, 2011). Any single team member who works in isolation will be at a disadvantage compared to a team of individuals who can utilize the entirety of the team members" contributions (Qiu and Peschek, 2012). Especially, the literature indicates that the success of software projects depends on the interaction of knowledge and skills, which essentially a process that requires cross functional integration and intense social interactions among team members (Nicholson and Sahay, 2004;Hoegl and Parboteeah, 2007).…”

Section: Software Qualitymentioning

confidence: 99%

“…Members, may need to suppress the display of anger or irritation due to the professional requirements, may feel lonely and marginalized from the team. Any marginalizedor at least feels to be so-single team member who works in isolation will be at a disadvantage compared to a team of individuals who can utilize the entirety of the team members" contributions (Qiu and Peschek 2012). Thus, the imposition of team related requirements upon personal expressions may create negative react ions in team members which ultimately may harness the cross functional integration and team collaboration.…”

Section: Software Qualitymentioning

confidence: 99%

See 1 more Smart Citation

The Effects of Emotional Labor on Software Quality: The Moderating Role of Project Complexity

Günsel¹

2014

JGSM

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Even though previous research has examined the consequence s of emotional labor in general in software development projects in particular; there still remains a gap in respect to the influences of emotional labor on software quality. Accordingly, in this paper we examine the relationships among emotional intelligence labor and software quality in terms of operational effecti veness, flexibility and responsiveness, using survey data from 62 software development projects. Moreover, this study explores the moderating effect of project complexity between the EL and the quality of the new software product. The results reveal a posi tive relationship between the variety of emotions displayed during the projects, operational effectiveness and flexibility while emotional dissonance is found to be negatively associated with flexibility and responsiveness. These findings also indicate that expressing a large range of emotions and feelings in daily team interactions enables teams to launch superior software products when unexpected events make a project complicated and challenging to perform.

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The Effect of Interpersonal Counterproductive Behavior on the Performance of New Product Development Teams

Cited by 6 publications

References 51 publications

Application of ethical leadership and workers’ performance: A perspectives from public and private owned enterprises

Application of ethical leadership and workers’ performance: A perspectives from public and private owned enterprises

The consequences of internal marketing activities on emotional labor in tourism industry

The Effects of Emotional Labor on Software Quality: The Moderating Role of Project Complexity

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