Social value orientation and work group outcomes

Abstract

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.

Collective orientation and its implications for coordination and team performance in interdependent work contexts

“…Introduction Correspondingly, to the increased implementation of team-based structures in organizations over the past decades, research on teams has increased (Jones et al, 2019). Such research aims to foster the understanding of the factors that contribute to team effectiveness (Mathieu et al, 2017).…”

The analysis of collective orientation and process feedback in relation to coordination and performance in interdependently working teams

“…A major proportion of work in associations, voluntary work, organizations, or even science does not take place in individual work but through teamwork. In line with the increasing prevalence of team-based structures in recent decades, research on teams has grown steadily [1][2][3]. Teams are able to bring together individual competencies and organize work to accomplish tasks and solve problems that could not be solved by individuals [4].…”