Examining the Cross-Level Influence of Dispositional and Team Goal Orientations on Employee Self-Regulation and Performance in a Complex Task Environment

Katz–Navon, Tal; Unger-Aviram, Esther; Block, Caryn J.

doi:10.1177/0021886316665460

Cited by 7 publications

(7 citation statements)

References 82 publications

(170 reference statements)

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“…An employee, whose locomotion orientation outweighs assessment orientation, will show explorative behavior with a 'can do' mentality. However, this does not imply that an employee does not exhibit exploitative behavior, as locomotors also have a high focus on task performance and task efficiency (Higgins et al, 2003;Katz-Navon et al, 2016). Hence, employees whose locomotion orientation dominates over their assessment orientation are expected to expose explorative, as well as exploitative behavior, and hence be ambidextrous to a high degree.…”

Section: Motivational Orientationsmentioning

confidence: 99%

How motivational orientations are related to ambidexterity

Caniëls

Assen

2019

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Purpose Whereas many studies address ambidexterity at the organizational level, much less is known about individual level ambidexterity. Moreover, there is a lack of thorough understanding of how motivational orientations are related to individual level ambidexterity. Yet, it is crucial to have an understanding of what motivates employees who perform explorative and exploitative activities. This study aims to empirically test the link between the constellation of motivational orientations of employees and their ambidexterity. Design/methodology/approach The authors use polynomial regression analysis and surface response analysis to analyze data from 103 employees employed in one Dutch organization. Polynomial regressions allow for analyzing linear and nonlinear direct and interactive effects between different motivational orientations in relation to individual level ambidexterity. Findings For individual ambidexterity, it is important to have an assessment orientation that is balanced with a locomotion orientation. Alternatively, people high on only locomotion orientation or only assessment orientation are also ambidextrous. Originality/value Insights into the motivational orientation of employees in relation to ambidexterity help to advance the theoretical understanding of how employees may enhance their individual ambidexterity.

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Section: Motivational Orientationsmentioning

confidence: 99%

How motivational orientations are related to ambidexterity

Caniëls

Assen

2019

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…Team satisfaction represents the team's perceived contribution to the well-being of its members, allowing members to perceive that their personal needs are satisfied (Cohen and Bailey, 1997;Hackman, 1987). Lastly, growth experience refers to team members' perception of whether they learn and grow in their teams (Katz-Navon et al, 2016;London and Mone, 1999). Given a fastchanging business environment, individual members' learning needs to be considered as a longterm aspect of team effectiveness for the sustainable competitive advantages of an organization (Hackman, 2002).…”

Section: Team Effectivenessmentioning

confidence: 99%

Team emergent states and team effectiveness: the roles of inclusive leadership and knowledge sharing

Yoo

Joo

Noh

2022

JOEPP

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PurposeThe purposes of the study are to examine the relationships between team emergent states (TES) (i.e. compelling direction, team identity and psychological safety) and team effectiveness outcomes (i.e. team performance, team satisfaction and growth experience), and investigate the mediating role of knowledge sharing and the moderating role of inclusive leadership in those relationships.Design/methodology/approachThis study employed hierarchical multiple regression analysis and bootstrap analyses to test the hypotheses by using data from 73 teams in eight South Korean firms.FindingsPsychological safety was found to be a significant TES for team effectiveness outcomes. Knowledge sharing mediated the relationship between TES and team effectiveness. Lastly, inclusive leadership positively moderated (1) team identity-knowledge sharing; (2) psychological safety-knowledge sharing; and (3) team identity-team performance relationships.Practical implicationsThe authors’ findings suggest that managers cultivate a psychologically safe team climate and show inclusiveness to build successful teams. This study also emphasizes the importance of knowledge sharing to turn positive TES into team effectiveness.Originality/valueFrom a comprehensive perspective, the findings show the detailed mechanism in which TES relate to team effectiveness mediated by knowledge sharing. In particular, the authors' endeavor further determines the different roles of inclusive leadership, as a boundary condition, in the mechanism.

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“…High market uncertainty due to high complexity will also constrain managers in foreseeing all plausible business scenarios (Katz-Navon et al, 2016). This uncertainty will render them unable to prescribe specific capability metrics (investment in developing specific resources and skills) to channel partners because it is associated with high risk of misconceived investments or investments becoming obsolete before breakeven (Williamson, 1979(Williamson, , 1981.…”

Section: Complexitymentioning

confidence: 99%

Evaluating channel partner’s performance: impact of task environments on the relevance of measurement metrics

Goyal

Mishra²

2019

JBIM

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Purpose The purpose of this paper is to develop a nuanced framework for evaluating a channel partner’s performance in distribution channel relationships. Given a channel partner’s task environment characteristics (high/low munificence, dynamism and complexity), the study examines which performance metrics (output, activity or capability) are most relevant for evaluating its performance levels effectively. Design/methodology/approach The study adopts self-administered cross-sectional survey-based research design. Matched data were collected from 252 channel partners – manager relationship dyads. The latent change score (LCS) model within SEM framework provides mean paired-differences of the relevance ratings for each metrics. This was used to assess the empirical validity of the hypothesized relationships. Findings The study demonstrates the importance of calibrating performance evaluation metrics to a channel partner’s task environment state, made possible by its holistic approach to performance evaluation. Based on an extensive analysis, it shows that no single metric is relevant within all environmental states; rather, it could be dysfunctional, a result that differs from vast majority of the literature. Research limitations/implications Investigates individual linkages between task environment dimensions and performance metrics to provide a fuller understanding of these relationships. Also provides a theoretical framework to support further research on the topic. Practical implications The study provides managerial guidelines (and extensive graphical analysis) for nuanced and dynamic evaluation of channel partners’ performance that can enable firms to identify and promote their most valuable channel partners and prevent the deterioration of others. Originality/value First one to develop and empirically validate a nuanced framework for evaluating performance of exchange partners that operate under diverse task environment states.

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Examining the Cross-Level Influence of Dispositional and Team Goal Orientations on Employee Self-Regulation and Performance in a Complex Task Environment

Cited by 7 publications

References 82 publications

How motivational orientations are related to ambidexterity

How motivational orientations are related to ambidexterity

Team emergent states and team effectiveness: the roles of inclusive leadership and knowledge sharing

Evaluating channel partner’s performance: impact of task environments on the relevance of measurement metrics

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