Time in teams: cognitions, conflict and team satisfaction

Abstract

Purpose-The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared temporal cognition (STC), temporal conflict (TC), action processes, and team satisfaction. Design/methodology/approach-The authors test the theoretical model in a sample of 364 student teams (1,414 individuals) from universities in the USA, Switzerland, Germany, and Portugal. Participants completed questionnaires at three points in time. Findings-Results indicated a direct, positive relationship between STC and team satisfaction and a direct, negative relationship between TC and team satisfaction. Action processes and TC partially and sequentially mediated the relationship between STC and team satisfaction over time. Research limitations/implications-This study was restricted to self-report, to a student population, and to Western cultures. The study was not of an experimental nature which prevents making causal claims regarding relationships among variables. Practical implications-These results demonstrate the need for teams to be conscious of time and its relationship to team interaction and satisfaction. The authors advise both team leaders and members to acknowledge the importance of STC. Social implications-The need for temporal awareness and STC in collaborative endeavors, and the need to mindfully utilize action processes to minimize conflict and assist in the effective use of shared cognition is widely applicable from a societal perspective. Originality/value-This study provides new theoretical and empirical insight into a multiple mediation model including STC, TC, action processes, and team satisfaction. The size and multi-cultural nature of the sample also enhance the generalizability of the findings. Keywords Teams, Shared temporal cognition, Team processes, Temporal conflict Paper type Research paper The reliance on team-based outcomes in today's workplaces underscores the importance of understanding how such outcomes are generated (e.g. Mathieu et al., 2008). Team satisfaction is one such outcome. Team satisfaction denotes the overall extent to which members are satisfied with the team's outcomes (e.g. Van Der Vegt et al., 2001).

When shared cognition leads to closed minds: Temporal mental models, team learning, adaptation and performance

“…A number of studies have integrated the notion of time in team cognition and team processes research (e.g., Gevers et al, 2006;Standifer et al, 2015). Moreover, several authors argued that shared mental models should cover not only task and team contents but also the temporal aspects of work (Guiette & Vandenbempt, 2013;Mohammed et al, 2012;Standifer & Bluedorn, 2006).…”

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

“…Heeding to the call to fill in the gap about temporality in team cognition research (Mohammed et al, 2012), researchers have introduced several temporal team cognition constructs among which shared temporal cognition has been researched most widely (Gevers & Peeters, 2009;Gevers, Rutte, & Van Eerde, 2006;Gevers, van Eerde, & Rutte, 2009;Mohammed & Nadkarni, 2014;Santos, Passos, Uitdewilligen, & N€ ubold, 2016;Standifer et al, 2015). Heeding to the call to fill in the gap about temporality in team cognition research (Mohammed et al, 2012), researchers have introduced several temporal team cognition constructs among which shared temporal cognition has been researched most widely (Gevers & Peeters, 2009;Gevers, Rutte, & Van Eerde, 2006;Gevers, van Eerde, & Rutte, 2009;Mohammed & Nadkarni, 2014;Santos, Passos, Uitdewilligen, & N€ ubold, 2016;Standifer et al, 2015).…”

“…Shared temporal cognition (or temporal consensus, ) reflects congruent mental representations among team members of temporal aspects of task execution, such as the importance of meeting deadlines and appropriate timing and pacing of task activities (Gevers et al, 2006. As evidenced, shared temporal cognition contributes to higher performance and satisfaction in teams, both directly and through better coordination processes and less team conflict (Gevers & Peeters, 2009;Gevers et al, 2006Mohammed & Nadkarni, 2014;Santos et al, 2016;Standifer et al, 2015). In other words, members agree on the temporal strategy for a project, including how the work should be scheduled over time, when it should be finished, and how fast the team should work to meet deadlines .…”

Project Team Perception of Causes of Building Cost Overruns: A Reflection in Tanzania

“…Standifer et al [6] acknowledged the link of shared cognitions to teams' ability to adapt, coordinate, and reach consensus; and the fact that past research has showed teams with shared cognitions enjoy benefits like enhanced coordination of task activities and enhanced team performance.…”

“…Standifer et al [6] In support of Dada's [7] A further notion posited is that the project actors should not only work as a team or in unison, but should also think in unison; that a cognitive commonality exists. It is the author's view that to mitigate cost overruns a common perception of factors attributing to cost overruns is essential.…”