Abstract

Besides the previous social relationship perspective of employee-organization relationship (EOR) research, this study takes the social cognitive perspective to explore the role of team collective efficacy in mediating the relationship between EORs and team performance. This study further contends that team cohesion moderates the positive relationship between collective efficacy and team performance, thereby moderating the indirect relationship between EORs and team performance through collective efficacy. Data analyses of 231 teams in Study 1 and 63 teams in Study 2 support the hypotheses. Therefore, this study provides theoretical contributions to the EOR literature by introducing a new perspective at the team level and to the social cognitive literature by discussing a boundary condition of the effect of collective efficacy on team performance.

Keyword

collective efficacy ;  employee-organization relationship ;  human resource management ;  team cohesion ;  team performance

Abstract

Integrating notions of coopetition with social information processing theory, we build and test a theoretical model that explains the paradox that arises when prosocial identifying employees work in competitive climates. Sampling 406 subordinates nested within 91 supervisors over two time‐points, we show that the relationship between prosocial identity and interpersonal helping is stronger when competitive climate is low rather than high. We also find that competitive team climate positively relates to instrumental helping motives (i.e., helping others to gain something in return). In addition, instrumental helping motives significantly moderate the linkage between interpersonal helping and job performance as well as the indirect effect of prosocial identity on job performance via interpersonal helping such that the main and indirect effects became weaker as instrumental helping motives increased. Overall, our findings reveal new insights into how prosocial identifiers incorporate information from social cues to strike a balance between cooperation and competition.

Keyword

competitive team climate ;  helping behaviour ;  helping motives ;  instrumental helping motives ;  job performance ;  prosocial identity

Abstract

Although social harmony is one of the most important cultural values in many of Asian societies it has rarely been studied in the mainstream management literatures. Based on the group-value theory of justice we examined how group justice climates influence group effectiveness through group harmony. Analyses of data on 106 upper-level management teams from Chinese organizations showed that justice climates were positively associated with group harmony, which in turn was positively associated with team task performance and team helping behavior. Group harmony was found to significantly mediate the positive effect of both distributive and interactional justice climates on team helping behavior but only marginally on team task performance. Finally, in support of past research both at the group and individual level, procedural justice climate had the weakest effect on group processes and outcomes. By applying the group value theory on group harmony this paper aims to integrate Eastern and Western perspectives on one hand and the justice climates and group harmony research on the other. Theoretical and practical implications are discussed.

Keyword

group harmony ;  intragroup relationship ;  justice climate ;  team helping behavior ;  team performance

Abstract

In the late twentieth century, it is popular to research the effect of participative goal setting. The general conclusion is that the relationship between participation and performance is inconsistent and unclear at individual level. With team becoming a more dominant mode in organizing, motivating, and managing, it is worthwhile to investigate the effect of participation in team goal setting. This study aims to test the mediating effect of psychological empowerment (PE) on the relationship between participative team goal setting and team identity and team performance. Executive MBA students (371) in 75 groups from China Europe International Business School in China participated in the study. The data from Business Strategy Game and questionnaire found positive relationship between participative team goal setting and team identification, and team performance is partially mediated by PE. Implications for the goal-setting theory and practice are discussed, and future research directions offered.

Keyword

participative team goal setting ;  psychological empowerment ;  team identity ;  team performance