Time, Change, and Development

Arrow, Holly; Poole, Marshall Scott; Henry, Kelly Bouas; Wheelan, Susan A.; Moreland, Richard L.

doi:10.1177/1046496403259757

Cited by 185 publications

(94 citation statements)

References 70 publications

(82 reference statements)

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“…Although scholars may not agree on the specific stages of team or group development, there is a general understanding that groups change during their evolving processes and accumulating experiences over time (Arrow, Poole, Henry, Wheelan, & Moreland, 2004). The results are in line with the current understanding that teams do not progress linearly and systematically, as posited by earlier theories, but the change might be discontinuous (Arrow et al, 2004).…”

Section: Discussionsupporting

confidence: 78%

Student teams’ development over time: tracing the relationship between the quality of communication and teams’ performance

Pöysä-Tarhonen

Elen

Tarhonen³

2016

Higher Education Research & Development

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Current discussions in higher education and alumni training acknowledge the challenges training programs face in responding to the authentic needs of the labor market. In addition to academic knowledge, higher education institutions are expected to provide general 21st-century skills, such as problem-solving, critical thinking, collaboration, and interpersonal skills. To meet these challenges, many institutions utilize collaborative pedagogies such as learning in teams. However, teamwork in higher education tends to focus primarily on the task aspects of performance at the expense of the team aspects, and for educators, there may be no feasible way to assess whether the students are learning to work successfully as teams. This paper explores how new student teams (n = 3) that simulate real business teams by taking a challenging entrepreneur assessment, developed over three semesters for general skills (i.e., communication), and whether the improvement in their communication also indicated the teams' improved performance (i.e., financial success). As an analytical tool, the study relies on initial parameters on teams' microdynamics of communication (Losada, 1999) normalized with fuzzy logic. In accordance with the current understanding of team development, the results did not show any linear improvement, but the quality of communication in the teams improved episodically. Further, the results provide evidence of the possible relationship between the improved quality of communication and the teams' collective financial success. However, in future work, due to the lack of sensitivity of the parameters in this context together with the recent criticisms of the mathematical basis of the patterns of team dynamics based on Losada's parameters, they will be reexamined with a Monte Carlo sensitivity analysis.

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Section: Discussionsupporting

confidence: 78%

Student teams’ development over time: tracing the relationship between the quality of communication and teams’ performance

Pöysä-Tarhonen

Elen

Tarhonen³

2016

Higher Education Research & Development

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“…Our inclusion of an objective indicator of participation (i.e., time in the role) as an outcome variable in our model is consistent with how it has been treated in other empirical research designs-as a methodological proxy for other phenomena of theoretical import(McGrath & Kelly, 1986;Mosakowski & Earley, 2000). Hours in a role has, for example, been used as proxy of an individual's goals and their level of commitment to a particular role and underlies notions of productivity and efficiency(Arrow, Poole, Henry, Wheelan, & Morelands, 2004). The inclusion of an objective indicator of union participation in our model, also responds a growing chorus of scholars advocating a "more sophisticated attention to time in theory development and empirical research"(Arrow et al, 2004, p. 78).The following hypotheses guide our exploration of the relationship between active-passive participation and time in union activities in this study:H3.…”

supporting

confidence: 73%

It is not just about paying your dues: Impact of generational cohort on active and passive union participation

Smith

Duxbury

Halinski

2019

Human Res Mgmt Journal

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The lack of a validated measure of active–passive union participation and a dearth of research into the relationship between generational cohort and union participation challenge union leaders to develop policies and practices to facilitate union renewal. We address these issues by (a) developing a multidimensional measure of union participation that captures both active and passive components, (b) using structural equation modelling to validate the measure within a nomological framework, and (c) investigating the impact of generational cohort on all paths in our framework. Data from members of a large American union confirm that generational cohort influences how union members participate in their union. The two‐factor measure developed in this study facilitates research into antecedents and outcomes of passive and active union participation. Our findings should also prove useful to unions seeking to increase participation within their membership, academics researching unions and generational cohort, and human resource practitioners operating in unionised environments.

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“…In moving forward, and related to this issue, we see a strong need for 'temporal theorybuilding and empirical research' (Roe, Gockel, & Meyer, 2012, p. 630) in the MTS literature. In spite of repeated calls in the organizational behaviour literature (Ancona, Goodman, Lawrence, & Tushman, 2001;Arrow, Poole, Henry, Wheelan, & Moreland, 2004), we still miss process-oriented, temporal theories in MTS research that would allow for a description of how and why, for example, identification, conflict, and performance co-evolve over time. We believe that contact hypothesis holds great potential for temporal theorizing on MTSs and, thus, encourage future research to go in this direction.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Effects of dual identification and interteam conflict on multiteam system performance

Cuijpers

Uitdewilligen

Guenter

2015

J Occupat & Organ Psyc

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In this study, we investigate how multiteam system (MTS) and component team identification influence interteam conflict and MTS performance. On the basis of resource allocation theory and social identity theory, we build a model to examine dual identification and its effects in MTSs. We use a real‐time computer simulation to test our hypotheses and measure our focal constructs in three consecutive performance episodes. Using random coefficient modelling, we find that MTS identification is associated positively with MTS performance, and interteam task and relationship conflict mediate this relationship. Team identification influenced interteam conflict at the start of the study, but this influence decreased over time. Although the effect of MTS identification appears to be more prominent than the effect of team identification, our results point at the importance of investigating the identification with the MTS relative to that of the team. We discuss implications for MTS theory and practice. Practitioner points Although organizations increasingly rely on multiteam systems to accomplish work, the drivers of multiteam system performance remain understudied. This study establishes multiteam system identification as the principal determinant of interteam conflict and multiteam system performance. For multiteam system members, it is critical to engage in practices that make them quickly identify with the multiteam system.

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Time, Change, and Development

Abstract: Time and change are fundamental aspects of human existence, and like many fundamentals, they pose daunting challenges for research. This is certainly true in the study of small groups. Group research is a resource intensive process, and longitudinal designs 1

Cited by 185 publications

References 70 publications

Student teams’ development over time: tracing the relationship between the quality of communication and teams’ performance

Student teams’ development over time: tracing the relationship between the quality of communication and teams’ performance

It is not just about paying your dues: Impact of generational cohort on active and passive union participation

Effects of dual identification and interteam conflict on multiteam system performance

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