An Eclectic Approach to Building Effective Teams: Eight Separate but Interrelated Components

Venneberg, Donald L.

doi:10.1177/1523422310365719

Cited by 3 publications

(2 citation statements)

References 7 publications

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“…Work groups and teams are an important part of human resource development (Raes et al, 2015), and organizations today fully recognize that effective teams are integral to achieving strategic business goals and objectives (Gilley and Kerno, 2010;Venneberg, 2010). Human resources has given much attention to work groups, examining various dimensions of diversity within teams (Pelled et al, 1999;Jehn et al, 1997), intra-group conflict in the workplace (O'Connor et al, 1993) and the effect of managerial support on employee satisfaction (Miles and Mangold, 2002).…”

Section: Introductionmentioning

confidence: 99%

Social value orientation and work group outcomes

Jones

Cumberland

Alagaraja

2019

TPM

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Purpose The purpose of this paper is to propose and predict an improved model for antecedents to work group productivity. Design/methodology/approach The Campion work group effectiveness model (CWGEM) provides a wide variety of variables or constructs to predict and measure the effectiveness of a team, but suffers from limitations. This paper introduces social value orientation (SVO) and suggests its potential utility as an alternative conceptualization of certain portions of CWGEM, which, based on the literature reviewed, has the potential to explain differences in social support, workload sharing and communication and cooperation within groups, resulting in one measure more efficiently replacing three. Findings A series of testable propositions offering revisions to CWGEM is presented, along with special consideration for the inclusion of SVO as a predictor of work group outcomes. This paper expands on a theoretically developed empirical model that can predict differences in work group production. Research limitations/implications The revision to CWGEM presented here requires empirical validation, but work group conflict could benefit from an additional factor that explains interpersonal conflict, as SVO does. Originality/value The authors’ primary contribution is offering a revision to CWGEM that could provide an improved explanation for differences in work group productivity using SVO and a model that could result in a more efficient and better measure.

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Section: Introductionmentioning

confidence: 99%

Social value orientation and work group outcomes

Jones

Cumberland

Alagaraja

2019

TPM

View full text Add to dashboard Cite

show abstract

“…Work groups and teams are an important part of human resource development (Raes, Kyndt, Decuyper, Van Den Bossche, & Dochy, 2015) and organizations today fully recognize that effective teams are integral to achieving strategic business goals and objectives (Gilley & Kerno, 2010;Venneberg, 2010). Even though HRD scholars study work groups, examining various dimensions of diversity within teams (Jehn, Chadwick, & Thatcher, 1997;Pelled, Eisenhardt, & Xin, 1999), intra-group conflict in the workplace (O'Connor, Gruenfeld, & McGrath, 1993), and the effect of managerial support on employee satisfaction (Miles & Mangold, 2002); existing research and theory on this topic is somewhat limited.…”

Section: Introductionmentioning

confidence: 99%