|
|
|
| Managing people work and task work： The interaction process and outcome in self-managing teams |
| XU Linna1, ZHANG Zhixue2 |
1. Beihang University, Beijing 100191;
2. Guanghua School of Management, Peking University, Beijing 100871 |
|
|
|
|
Abstract The current study suggested people work and task work are two important dimensions of team process in self-managing teams. We employed two studies to examine the effects of the two dimensions on team performance and team satisfaction. In Study 1, we conducted a study among 112 undergraduate students’ teams who conducting a project during a semester. We found both people work and task work were positively related to team performance, and task work mediated the relationship between people work and team performance. In Study 2, we conducted a simulation among 131 MBA students’ teams. Findings replicated the results in Study 1 and further suggested that people work and task work show effects on team satisfaction. This study sheds lights on effective teamwork modes in digital and AI era.
|
|
|
|
|
|
[1] 刘雪峰, 张志学. (2005). 模拟情境中工作团队成员互动过程的初步研究及其测量.心理学报, 37(2), 253-259.
[2] 汪涛, 孙羿凡, 钟秀丽. (2021). 行动学习视域下的MBA教育教学质量改进路径研究.济南大学学报(社会科学版), 31(06), 159-165.
[3] 王重鸣, 邓靖松. (2007). 团队中信任形成的映象决策机制.心理学报, 39(2), 321-327.
[4] 王任军. (2016). 自我管理团队的绩效管理研究:以京瓷阿米巴为例.科技创业月刊, 29(05), 94-96.
[5] 肖余春. (2001). 自我管理团队及其在企业中的应用.中国管理科学, 9(06), 64-68.
[6] 徐广东. (2020). “行动学习”:“行动—反思”模式在大学教学中的应用.中国大学教学, (5), 81-86.
[7] 张新安, 何惠, 顾锋. (2009). 家长式领导行为对团队绩效的影响:团队冲突管理方式的中介作用.管理世界, (3), 121-133.
[8] 张志学, 赵曙明, 连汇文, 谢小云. (2021). 数智时代的自我管理和自我领导:现状与未来.外国经济与管理, 43(11), 3-14.
[9] 张志学, 赵曙明, 施俊琦, 秦昕, 贺伟, 赵新元, 王宇, 吴刚. (2021). 数字经济下组织管理研究的关键科学问题—第254期“双清论坛”学术综述.中国科学基金, 35(5), 774-781.
[10] Alper S., Tjosvold D., & Law K. S. (1998). Interdependence and controversy in group decision making: Antecedents to effective self-managing teams.Organizational Behavior and Human Decision Processes, 74(1), 33-52.
[11] Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams.Academy of Management Journal, 39(1), 123-148.
[12] Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams.Administrative Science Quarterly, 38(3), 408-437.
[13] Barrick M. R., Bradley B. H., Kristof-Brown A. L., & Colbert A. E. (2007). The moderating role of top management team interdependence: Implications for real teams and working groups.Academy of Management Journal, 50(3), 544-557.
[14] Birnbaum, D., & Somers, M. J. (1993). Fitting job performance into turnover model: An examination of the form of the job performance-turnover relationship and a path model.Journal of Management, 19(1), 1-11.
[15] Bravo, Rafael, Sara Catalán, & José M. Pina. (2019). Analysing teamwork in higher education: An empirical study on the antecedents and consequences of team cohesiveness.Studies in Higher Education, 44 (7), 1153-1165.
[16] Breuer C., Hüffmeier J., & Hertel G. (2016). Does trust matter more in virtual teams? A meta-analysis of trust and team effectiveness considering virtuality and documentation as moderators.Journal of Applied Psychology, 101(8), 1151-1177.
[17] Brown, S. P., & Peterson, R. A. (1994). The effect of effort on sales performance and job satisfaction.The Journal of Marketing, 58(2),70-80.
[18] Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239-290.
[19] Cooke N. J., Kiekel P. A., Salas E., Stout R., Bowers C., & Cannon-Bowers J. (2003). Measuring team knowledge: A window to the cognitive underpinnings of team performance.Group Dynamics: Theory, Research, and Practice, 7(3),179-199.
[20] Costa, A. C. (2003). Work team trust and effectiveness. Personnel Review, 32(5), 605-622.
[21] Daniel, J. L. (2010). The effect of workplace spirituality on team effectiveness.Journal of Management Development, 29(5), 442-456.
[22] De Wit F. R., Greer L. L., & Jehn K. A. (2012). The paradox of intragroup conflict: A meta-analysis.Journal of Applied Psychology, 97(2), 360-390.
[23] Dionne S. D., Yammarino F. J., Atwater L. E., & Spangler W. D. (2004). Transformational leadership and team performance.Journal of Organizational Change Management, 17(2), 177-193.
[24] Dissanayake I., Zhang J., & Gu B. (2015). Task division for team success in crowdsourcing contests: Resource allocation and alignment effects.Journal of Management Information Systems, 32(2), 8-39.
[25] Espinosa J. A., Slaughter S. A., Kraut R. E., & Herbsleb J. D. (2007). Familiarity, complexity, and team performance in geographically distributed software development.Organization Science, 18(4), 613-630.
[26] Fisher, D. M. (2014). Distinguishing between taskwork and teamwork planning in teams: Relations with coordination and interpersonal processes.Journal of Applied Psychology, 99(3), 423-436.
[27] Gladstein, D. L. (1984). Groups in context: A model of task group effectiveness.Administrative Science Quarterly, 29(4), 499-517.
[28] Hayes A. F.(2013). Introduction to mediation, moderation, and conditional process analysis a regression-based approach. New York, NY: The Guilford Press.
[29] Hyatt, D. E., & Ruddy, T. M. (1997). An examination of the relationship between work group characteristics and performance: Once more into the breech.Personnel Psychology, 50(3), 553-585.
[30] James, L. R. (1982). Aggregation bias in estimates of perceptual agreement.Journal of Applied Psychology, 67(2), 219-229.
[31] James L. R., Demaree R. G., & Wolf G. (1984). Estimating within-group interrater reliability with and without response bias.Journal of Applied Psychology, 69(1), 85-98.
[32] James L. R., Demaree R. G., & Wolf G. (1993). rwg: An assessment of within-group interrater agreement.Journal of Applied Psychology, 78(2), 306-309.
[33] Jehn K. A., Rispens S., & Thatcher S. M. (2010). The effects of conflict asymmetry on work group and individual outcomes. Academy of Management Journal, 53(3), 596-616.
[34] Kahai S. S., Sosik J. J., & Avolio B. J. (2003). Effects of leadership style, anonymity, and rewards on creativity-relevant processes and outcomes in an electronic meeting system context.The Leadership Quarterly, 14(4), 499-524.
[35] Keller, R. T. (2001). Cross-functional project groups in research and new product development: Diversity, communications, job stress, and outcomes.Academy of Management Journal, 44(3), 547-555.
[36] Kleingeld A., van Mierlo H., & Arends L. (2011). The effect of goal setting on group performance: A meta-analysis.Journal of Applied Psychology, 96(6), 1289-1304.
[37] Kirkman, B. L., & Shapiro, D. L. (2001). The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: The mediating role of employee resistance.Academy of Management Journal, 44(3), 557-569.
[38] Kozlowski, S. W., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams.Psychological Science in the Public Interest, 7(3), 77-124.
[39] Lanaj, K., & Hollenbeck, J. R. (2015). Leadership over-emergence in self-managing teams: The role of gender and countervailing biases.Academy of Management Journal, 58(5), 1476-1494.
[40] Langfred, C. W. (2007). The downside of self-management: A longitudinal study of the effects of conflict on trust, autonomy, and task interdependence in self managing teams.Academy of Management Journal, 50(4), 885-900.
[41] Mach M., Dolan S., & Tzafrir S. (2010). The differential effect of team members’ trust on team performance: The mediation role of team cohesion.Journal of Occupational and Organizational Psychology, 83(3), 771-794.
[42] Marks M. A., Mathieu J. E., & Zaccaro S. J. (2001). A temporally based framework and taxonomy of team processes.Academy of Management Review, 26(3), 356-376.
[43] Marks, M. A., & Panzer, F. J. (2004). The influence of team monitoring on team processes and performance.Human Performance, 17(1), 25-41.
[44] Mathieu J. E., Heffner T. S., Goodwin G. F., Salas E., & Cannon-Bowers J. A. (2000). The influence of shared mental models on team process and performance.Journal of Applied Psychology, 85(2), 273-283.
[45] Mathieu J. E., Kukenberger M. R., D'innocenzo L., & Reilly G. (2015). Modeling reciprocal team cohesion-performance relationships, as impacted by shared leadership and members’ competence.Journal of Applied Psychology, 100(3), 713-734.
[46] Mathieu J., Maynard M. T., Rapp T., & Gilson L. (2008). Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future.Journal of Management, 34(3), 410-476.
[47] Mathieu, J. E., & Rapp, T. L. (2009). Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.Journal of Applied Psychology, 94(1), 90-103.
[48] Mathieu, J. E., & Schulze, W. (2006). The influence of team knowledge and formal plans on episodic team process-performance relationships.Academy of Management Journal, 49(3), 605-619.
[49] McGrath, J. E. (1984). Groups: Interaction and performance(Vol. 14). Englewood Cliffs, NJ: Prentice-Hall.
[50] Mehra A., Smith B. R., Dixon A. L., & Robertson B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance.The Leadership Quarterly, 17(3), 232-245.
[51] Mullen, B., & Copper, C. (1994). The relation between group cohesiveness and performance: An integration.Psychological Bulletin, 115(2), 210-227.
[52] Muthén, L. K., & Muthén, B. O.2016. Mplus. Version 7.4[Computer software]. Los Angeles, CA: Muthén & Muthén.
[53] O’Neill T. A., McLarnon M. J., Hoffart G. C., Woodley H. J., & Allen N. J. (2018). The structure and function of team conflict state profiles.Journal of Management, 44(2), 811-836.
[54] Pluut H., Flestea A. M., & Cur?eu P. L. (2014). Multiple team membership: A demand or resource for employees?Group Dynamics: Theory, Research, and Practice, 18(4), 333-348.
[55] Porter C. O., Itir Gogus C., & Yu, R. C. F. (2010). When does teamwork translate into improved team performance? A resource allocation perspective.Small Group Research, 41(2), 221-248.
[56] Podsakoff P. M., MacKenzie S. B., Lee J. Y., & Podsakoff N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies.Journal of Applied Psychology, 88(5), 879-903.
[57] Rapp, T. L., & Mathieu, J. E. (2007). Evaluating an individually self-administered generic teamwork skills training program across time and levels.Small Group Research, 38(4), 532-555.
[58] Renkema M., Bondarouk T., & Bos-Nehles A. (2018). Transformation to self-managing teams: Lessons learned: A look at current trends and data.Strategic HR Review, 17(2), 81-84.
[59] Rico R., Sánchez-Manzanares M., Antino M., & Lau D. (2012). Bridging team faultlines by combining task role assignment and goal structure strategies. Journal of Applied Psychology, 97(2), 407-420.
[60] Roberson, Q. M., & Williamson, I. O. (2012). Justice in self-managing teams: The role of social networks in the emergence of procedural justice climates.Academy of Management Journal, 55(3), 685-701.
[61] Sargent, L. D., & Sue-Chan, C. (2001). Does diversity affect group efficacy? The intervening role of cohesion and task interdependence.Small Group Research, 32(4), 426-450.
[62] Somech, A. (2006). The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams.Journal of Management, 32(1), 132-157.
[63] Stark, E. M., & Bierly III, P. E. (2009). An analysis of predictors of team satisfaction in product development teams with differing levels of virtualness.R&D Management, 39(5), 461-472.
[64] Tenbrunsel A. E., Smith-Crowe K., & Umphress E. E. (2003). Building houses on rocks: The role of the ethical infrastructure in organizations.Social Justice Research, 16(3), 285-307.
[65] Tjosvold D., Hui C., & Yu Z. (2003). Conflict management and task reflexivity for team in-role and extra-role performance in China.International Journal of Conflict Management, 14(2), 141-163.
[66] Valdez, G. (2015). U.S. higher education classroom experiences of undergraduate Chinese international students.Journal of International Students, 5(2), 188-200.
[67] Van Der Vegt, G. S., Emans B. J., & Van De Vliert, E. (2001). Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction.Personnel Psychology, 54(1), 51-69.
[68] Wellins R., Byham W., & Wilson J. (1991). Empowered teams: Creating self-directed work groups that improve quality, productivity & participation. San Francisco CA: Jossey-Bass. |
|
|
|
