How dynamics in perceptual shared cognition and team potency predict team performance

Gevers, Jmp Josette; Li, Jia; Rutte, Christel G.; Eerde, Wendelien van

doi:10.1111/joop.12287

Cited by 16 publications

(8 citation statements)

References 76 publications

(167 reference statements)

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“…As suggested by Gevers et al. (2020), experimental research, such as longitudinal and diary studies, are needed to substantiate the causal relationships implied in our reasoning. Moreover, the results and reflection of the propositions of the JD‐R theory lend support to the relevance of the model in distributed teams.…”

Section: Discussionmentioning

confidence: 82%

“…The indirect effect was negative and significant −0.07 (0.04) [−0.16; −0.01] indicating perceived helplessness as a mediating factor that results in lower perceived team implicit coordination. As suggested byGevers et al (2020), experimental research, such as longitudinal and diary studies, are needed to substantiate the causal relationships implied in our reasoning. Moreover, the results and reflection of the propositions of the JD-R theory lend support to the relevance of the model in distributed teams.…”

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confidence: 92%

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The negative impact of individual perceived isolation in distributed teams and its possible remedies

Wong

Berntzen

Warner‐Søderholm

et al. 2022

Human Res Mgmt Journal

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Previous research on distributed teams indicates that physical distance between team members is problematic for team functioning. We advance this research by investigating the role of team members' psychological experiences of isolation using both a longitudinal diary study and a time-lag field study, applying a Job Demand-Resource (JD-R) theory lens (Bakker & Demerouti, 2017). With the diary study, we capture daily fluctuations of perceived isolation and its antecedents and consequences. Results show that (a) where distributed team members work, and (b) how much they communicate, contribute to the degree to which distributed team members may feel isolated. The combined results of the diary study and the time-lagged field study show that 1) perceived isolation, and 2) perceived isolation combined with high role ambiguity, contribute to experiences of helplessness. Subsequently, feelings of helplessness hamper the level of perceived team implicit coordination. Theoretical

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Section: Discussionmentioning

confidence: 82%

mentioning

confidence: 92%

The negative impact of individual perceived isolation in distributed teams and its possible remedies

Wong

Berntzen

Warner‐Søderholm

et al. 2022

Human Res Mgmt Journal

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show abstract

“…For example, Nancarrow et al (2013), highlighted the “importance of informal relationships, camaraderie, fun, and friendship between colleagues” (p. 6) to promote interdisciplinary research. Shared agreement on terms and definitions, collaborative tasks, and timelines leads to confidence and motivation that improves team performance (Cannon-Bowers & Salas, 2001; DeChurch & Mesmer-Magnus, 2010; Gevers et al, 2020). Townsend et al (2015) suggest a focus on what they call “small structures” (e.g.…”

Section: Background Literaturementioning

confidence: 99%

Learning Each Other’s Language and Building Trust: Community-Engaged Transdisciplinary Team Building for Research on Human Trafficking Operations and Disruption

Martin

Gupta

Maass

et al. 2022

International Journal of Qualitative Methods

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Background: Human trafficking for sexual exploitation (referred to as sex trafficking) is a complex global challenge that causes harm and violates human rights. Most research has focused on victim-level harms and experiences, with limited understanding of the networks and business functions of trafficking operations. Empirical evidence is lacking on how to disrupt trafficking operations because it is difficult to study; it is hidden and dangerous, spans academic disciplinary boundaries, and necessitates ways of knowing that include lived experience. Collaborative approaches are needed, but there is limited research on methods to best build transdisciplinary teams. Aim: The aim of this study was to understand how to form a community-engaged transdisciplinary research team that combines qualitative and operations research with a survivor-centered advisory group. Methods: We conducted a qualitative meta-study of our team that is seeking to mathematically model sex trafficking operations. Data were collected from the minutes of 16 team meetings and a survey of 13 team members. Results: Analysis of meeting minutes surfaced four themes related to content and style of communication, one related to value statements, and one capturing intentional team building efforts. Survey results highlighted respect, trust, integrity, openness and asking and answering questions as key aspects of team building. Results show that an action research approach to team building, focused on trust and communication, fostered effective collaboration among social scientists, operations researchers, and survivors of trafficking. Conclusion: Team building, shared language, and trust are essential, yet often neglected, elements of team science. This meta-study provides important methodological insights on community engaged transdisciplinary team formation to tackle vexing social challenges.

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“…This drive to improve one’s mindfulness and encourages the self-leaders to utilize workplace resources which give a positive impact on the workplace environment (Kotzé, 2018 ) and improves their work engagement (Harunavamwe et al, 2020 ). Both shared cognition, and work engagement have been found to improve employee’s performance at work (Gevers et al, 2020 ; Tisu et al, 2020 ).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

How self leadership enhances normative commitment and work performance by engaging people at work?

Inam

Sheikh

et al. 2021

Curr Psychol

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Leadership and its connection with social sustainability are frequently prescribed for effective management. Integrating self-leadership among the employees is an emerging area to focus on empowering an organization. The principal objective of this study was to empirically investigate the impact of self-leadership on normative commitment and work performance through the mediating role of work engagement. This phenomenon of self-leadership was explained by using the theoretical lens of the social cognitive theory and intrinsic motivation theory. Data was collected from 318 employees who worked in the telecom sector in Pakistan and analyzed using Structural Equation Modeling (SEM) AMOS. The findings revealed that in the presence of self-leadership, employee’s work engagement, commitment to the organization, and overall work performance elevated significantly. Furthermore, the results also illustrated the occurrence of two significant mediating paths. First, the mediating role of work engagement in the relationship between self-leadership and normative commitment, and second, the mediation of work engagement in the relationship between self-leadership and work performance. The findings of the study significantly contribute practically, and theoretically to the existing literature.

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How dynamics in perceptual shared cognition and team potency predict team performance

Cited by 16 publications

References 76 publications

The negative impact of individual perceived isolation in distributed teams and its possible remedies

The negative impact of individual perceived isolation in distributed teams and its possible remedies

Learning Each Other’s Language and Building Trust: Community-Engaged Transdisciplinary Team Building for Research on Human Trafficking Operations and Disruption

How self leadership enhances normative commitment and work performance by engaging people at work?

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