Cohesion

Drescher, Stuart; Burlingame, Gary M.; Fuhriman, Addie

doi:10.1177/1046496412468073

Cited by 26 publications

(3 citation statements)

References 34 publications

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“…This is also in line with research showing that in more cohesive teams, members work together more cooperatively on the team’s task (Beal et al, 2003; Casey-Campbell & Martens, 2009; Hill et al, 2019; Mathieu et al, 2015). As a result, reviews of team research and meta-analytic findings show a positive relationship between team cohesion and team performance across various team types (Beal et al, 2003; Drescher et al, 2012; Kozlowski & Bell, 2013; Mathieu et al, 2008).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

Hill

Villamor

2022

Group Processes & Intergroup Relations

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We advance team composition research by adopting a team-norms perspective to examine the effects of team members’ cultural value orientations—collectivism and uncertainty avoidance orientation—on team functioning and performance in hybrid teams (i.e., teams combining face-to-face and mediated communication). Using data collected at three points in time from a sample of self-managing project teams, results support our proposed theoretical model. Team members’ mean level of collectivism and uncertainty avoidance both positively relate to norms of conduct in a team. In addition, team norms indirectly influence team performance through cohesion when team virtuality and team task knowledge are both high, with team virtuality moderating the team norms–cohesion relationship, and team task knowledge moderating the team cohesion–performance relationship. Our findings suggest that characteristics of contemporary teams—team cultural value orientation and team virtuality—have important implications for how norms for acceptable conduct develop and their consequences for team performance.

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Section: Theory and Hypothesesmentioning

confidence: 99%

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

Hill

Villamor

2022

Group Processes & Intergroup Relations

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“…Few longitudinal studies have been conducted (Mathieu, Kukenberger, D'Innocenzo, & Reilly, 2015). Much of this research overlooks the multidimensionality of group cohesion and collective efficacy as they develop over time (Drescher, Burlingame, & Fuhriman, 2012) and the influence of feedback and the ability of groups to adjust their processes as they work toward multiple performances (Pescosolido, 2003).…”

Section: Influence Of Time On Group Beliefsmentioning

confidence: 99%

“Stand by Me”: A Mixed Methods Study of a Collegiate Marching Band Members’ Intragroup Beliefs Throughout a Performance Season

Matthews

2017

Journal of Research in Music Education

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The purpose of this mixed methods study was to investigate intragroup beliefs regarding participation in a National Collegiate Athletic Association (NCAA) Division II marching band throughout the university’s American football season. Fifty-three undergraduates from an urban midwestern university elected one of two options: (1) focus group only or (2) focus group and surveys. For the quantitative inquiry, it was hypothesized that members would report a downward concavity of group cohesion attributes and collective efficacy beliefs across time. A repeated measures multivariate analysis of variance (MANOVA) found group integration–task (GI-T) and collective efficacy dipped at the midpoint of the season while beliefs regarding members’ attraction to the group, both task and social (ATG-T, ATG-S), and group integration–social (GI-S) remained consistently high. Focus groups data analysis revealed five broad themes: (1) connections, their pride in the band and its connectedness to their school and beyond; (2) family, how the band represents a family environment; (3) acceptance, belonging to the group; (4) music, the role of music in their lives; and (5) time, the temporal beliefs of the group throughout the season. These findings provide insight into the dynamic nature of group beliefs over time with musical ensembles.

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“…Moreover, through communication, group members can freely interact by giving opinions or suggestions for increasing trust in the group (Greer, 2012); b) Clear and Precise Objective that denotes to the understanding on what goal that group need to accomplish. When the group team members understand the goal, vision and mission of the organizational objectives, each of the team members will strive to achieve the goals that have been set (Drescher, Burlingame, & Fuhriman, 2012); c) Commitment which explain on with effective communication, together with understood objectives will increase high commitment among the members of the group. Each member must have information about what is expected outcome that have been set.…”

Section: Literature Review Group Cohesivenessmentioning

confidence: 99%

A High Performing Group: Relationship between Group Cohesiveness and Work Performance

Rahman¹,

Abdullah²,

Awang³

2019

ABR

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Working in groups generates more diversity output. A successful organizations usually have a high-performance teams to work together. High-performing teams comprise of structured members who are always aware and ready in every job task. In fact, a minimum supervision can be implemented to this team in order to achieve the organization objectives. One of the criteria that contributes to a high performing team is the group cohesiveness. The cohesiveness of the group will make the group members always united and prioritize the group in an effort to complete a job task. Not exaggerate that, each member of the group will do whatever it takes to achieve the final goal of the group. Among the factors that lead to group cohesiveness are through communication, understandable objectives and group member’s commitment. To ensure the cohesiveness of the group continues, the management should set the organizational goals, provide a conducive working environment, setting clear the goal, expectations and responsibilities, provide appropriate training and staffing and also empower them to act. In a simple understanding, the higher the cohesion in a group, the greater the performance of the work in an organization. Keywords: High Performance Group, Cohesiveness, Job Performance

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Cohesion

Cited by 26 publications

References 34 publications

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

“Stand by Me”: A Mixed Methods Study of a Collegiate Marching Band Members’ Intragroup Beliefs Throughout a Performance Season

A High Performing Group: Relationship between Group Cohesiveness and Work Performance

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