The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups

Barrick, Murray R.; Bradley, Bret; Kristof‐Brown, Amy L.; Colbert, Amy E.

doi:10.5465/amj.2007.25525781

Cited by 277 publications

(270 citation statements)

References 40 publications

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“…Task interdependence has been found to positively moderate the cohesion-performance (Barrick, Bradley, Kristof-Brown, & Colbert, 2007;Gully et al, 1995) and process-performance (LePine et al, 2008) relationships. When considering compositional emergence (e.g., shared mental models), cognition was more predictive of team behavioral process for highly interdependent than for moderately interdependent teams, which is consistent with the expectation that as the interdependence of the task increases, overlap in members' understanding of important aspects of the task and team will enable smoother synchronization of joint actions, and permit members to better anticipate one another's needs (Marks et al, 2000(Marks et al, , 2002.…”

Section: Task Moderatorsmentioning

confidence: 99%

The cognitive underpinnings of effective teamwork: A meta-analysis.

DeChurch

Mesmer‐Magnus

2010

Journal of Applied Psychology

769

729

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Major theories of team effectiveness position emergent collective cognitive processes as central drivers of team performance. We meta-analytically cumulated 231 correlations culled from 65 independent studies of team cognition and its relations to teamwork processes, motivational states, and performance outcomes. We examined both broad relationships among cognition, behavior, motivation, and performance, as well as 3 underpinnings of team cognition as potential moderators of these relationships. Findings reveal there is indeed a cognitive foundation to teamwork; team cognition has strong positive relationships to team behavioral process, motivational states, and team performance. Meta-analytic regressions further indicate that team cognition explains significant incremental variance in team performance after the effects of behavioral and motivational dynamics have been controlled. The nature of emergence, form of cognition, and content of cognition moderate relationships among cognition, process, and performance, as do task interdependence and team type. Taken together, these findings not only cumulate extant research on team cognition but also provide a new interpretation of the impact of underlying dimensions of cognition as a way to frame and extend future research. Keywords: team cognition, mental model, transactive memory, shared cognition, meta-analysisWinning is about having the whole team on the same page.-Bill WaltonIf everyone is thinking alike, then somebody isn't thinking.-George PattonThe reality for many organizations today is that work has become complex enough to require the use of teams at all hierarchical levels. Organizational success hinges upon the ability of teams to collaborate effectively and work efficiently toward solving complex problems. Therefore, understanding how information is collectively processed has become critical (Hinsz, Tindale, & Vollrath, 1997). As the opening quotes illustrate, there are commonly held beliefs that effective teamwork requires members to hold similar cognitive structures, and also those suggesting distinctive knowledge configurations are key. Consistent with these commonsense views of cognition, researchers have invoked constructs such as shared mental models (Cannon-Bowers, Salas, & Converse, 1993) and transactive memory systems (Moreland, Argote, & Krishnan, 1996) to examine the role of emergent collective cognition in team functioning. Since the early 1990s, investigators have attempted to uncover the importance of collective cognition using a variety of conceptualizations, empirical methods, and research strategies. Despite this substantial progress, the substantive and methodological differences across studies present a challenge for discerning a clear pattern of relationships in a way that enables research in this area to move forward (CannonBowers & Salas, 2001).In the current study, we used meta-analysis to empirically organize prior work on the basis of underlying dimensions of cognition, team features, and study characteristics. In doing so, we h...

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Section: Task Moderatorsmentioning

confidence: 99%

The cognitive underpinnings of effective teamwork: A meta-analysis.

DeChurch

Mesmer‐Magnus

2010

Journal of Applied Psychology

769

729

View full text Add to dashboard Cite

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“…Affective reactions research generally refers to team atmosphere and how members are treated (Janssen, Van de Vliert & Veenstra 1999). In turn team viability remains a popular criterion measure yet suffers from a great deal of ambiguity (Barrick et al 2007). It is usually associated with the team-level criterion, while members who wish to remain a team member, satisfaction, team climate, team commitment and group cohesion are used as indicators of viability (Mathieu et al 2008, p. 418).…”

Section: Team Effectiveness From the Imo Perspectivementioning

confidence: 99%

The Constraints and Problems in Team Performance Management

Ulrych

2014

Zesz. Nauk. UEK

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A wide range of factors can affect team performance: setting clear and achievable goals, allocating individual work, utilizing an individual's skills, monitoring performance, maintaining team cohesion and identity, being able to handle internal conflicts, maintaining relationships with other teams, systems and resources available to teams and the quality of leadership. These problems and constraints affecting team performance management (TPM) are found on a global scale irrespective of a country's individual work culture. This paper presents the nature of team performance management in order to discuss common TPM problems and constraints in the context of worldwide research findings. Environmental factors and team dynamics consistently influence team effectiveness. It is now clear that there is a need for future research to look at the complexity of team dynamics over time.

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“…En cuanto a su utilidad, el ARS ha sido aplicado a diversos campos, por ejemplo el impacto de la urbanización en el bienestar del individuo 26 , los sistemas de economía y política 27 , el apoyo social 28 y el campo organizativo [29][30][31][32][33][34][35][36] . Con respecto a éste último, se ha estudiado la relación de las redes en cuanto al rendimiento, la creatividad, la transferencia de innovación, etcétera.…”

Section: El Análisis De Las Redes Sociales Un Método Para La Mejora unclassified

El análisis de las redes sociales: Un método para la mejora de la seguridad en las organizaciones sanitarias

Sánchez

Pérez

Varela

et al. 2013

Rev. Esp. Salud Publica

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Palabras clave: Seguridad del paciente. Red social. Redes comunitarias. Política de salud. Grupo de atención al paciente. Conducta cooperativa. Control de riesgo. Administración de la seguridad. ABSTRACT Social Network Analysis. A Method to Improve Safety in Healthcare OrganizationsPatient safety depends on the culture of the healthcare organization involving relationships between professionals. This article proposes that the study of these relations should be conducted from a network perspective and using a methodology called Social Network Analysis (SNA). This methodology includes a set of mathematical constructs grounded in Graph Theory. With the SNA we can know aspects of the individual's position in the network (centrality) or cohesion among team members. Thus, the SNA allows to know aspects related to security such as the kind of links that can increase commitment among professionals, how to build those links, which nodes have more prestige in the team in generating confidence or collaborative network, which professionals serve as intermediaries between the subgroups of a team to transmit information or smooth conflicts, etc. Useful aspects in stablishing a safety culture. The SNA would analyze the relations among professionals, their level of communication to communicate errors and spontaneously seek help and coordination between departments to participate in projects that enhance safety. Thus, they related through a network, using the same language, a fact that helps to build a culture. In summary, we propose an approach to safety culture from a SNA perspective that would complement other commonly used methods.

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The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups

Cited by 277 publications

References 40 publications

The cognitive underpinnings of effective teamwork: A meta-analysis.

The cognitive underpinnings of effective teamwork: A meta-analysis.

The Constraints and Problems in Team Performance Management

El análisis de las redes sociales: Un método para la mejora de la seguridad en las organizaciones sanitarias

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