Estimation and Coordination Neglect: The Role of Team Size

2010 ◽  
Author(s):  
Bradley R. Staats ◽  
Katherine L. Milkman ◽  
Craig Fox
Keyword(s):  
Team Size

Transformational leadership and success of international development projects (ID projects): moderating role of the project team size

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somnoma Edouard Kabore ◽  
Seydou Sane ◽  
Pascaline Abo
Keyword(s):  
Transformational Leadership ◽  
International Development ◽  
Leadership Style ◽  
Project Success ◽  
Project Team ◽  
Team Size ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Moderating Role

PurposeThe aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international development projects (IDPs). The paper draws on leader-member-exchange (LMX) theory and contextualizes transformational leadership style to temporary project environment particularly that of an official development assistance project in an African context.Design/methodology/approachThe research is based on the processing of a primary database collected by questionnaire from 111 coordinators of IDPs in Benin. The structural equation method based on the PLS approach was used to test our hypotheses.FindingsFirst, the preliminary results reveal that, in the context of IDP, projects managers are much more sensitive to the “management” and “visibility” dimensions than to the “impact” dimension of project success. Then, following the hypothesis test, the results show that transformational leadership has a direct positive influence on the success of IDP. Project team size does not play a moderating role in the relationship between transformational leadership and project success. Also, considering the effect of the specific dimensions of transformational leadership on IDP success, only the “idealized influence” dimension influences directly and positively on the latter.Originality/valueResearch calls for examining the role of team size vis-à-vis transformational leadership style and project success and calls in general for studying project manager's leadership styles. This study contributes to literature by answering such calls. In addition, the originality of this study lies in the evaluation of the influence of the specific dimensions because the exclusive use of leadership forms provides an imperfect and oversimplified picture of reality.

How should physicians set prices for individual service and team-based service in the online environment? A view from the price difference (Preprint)

2021 ◽  
Author(s):  
Wei Lu ◽  
Wei Wei ◽  
Chao Li ◽  
Qing Luo ◽  
Lichun Fan
Keyword(s):  
Virtual Teams ◽  
Negative Influence ◽  
Pricing Strategy ◽  
Online Environment ◽  
Price Difference ◽  
Price Fairness ◽  
Team Size ◽  
Medical Market ◽  
Individual Service

BACKGROUND Price which has a significant effect on consumers’ exchanging value perception plays a decisive role in the product market. Different from the traditional medical market, the online medical market allows physicians considerable discretion in setting prices of their services, which begin to be paid close attention to. Physicians face a challenge with the introduction of various service styles. Some studies have begun to examine the role of price in the online medical service environment, however, limited studies have explored them in both individual and team-based contexts. OBJECTIVE Guided by transaction utility theory and price fairness, this study aims to investigate the influence of pricing strategy on service demands from the price difference perspective by focusing on two typical service models: individual service and team-based service. Moreover, team characteristics (response speed and team size) are also considered. METHODS The data collection was conducted in March 2018 and repeated in May 2018, and physicians who provide both individual service and team-based service are included in our study. Finally, a dataset consisting of 1,100 teams with 1,100 physician leaders from 14 departments such as obstetrics and gynaecology department were collected from an online medical platform in China were included. RESULTS Empirical results support most of our hypotheses. A negative influence of team-based price has been got (β = -0.282, p < 0.000). As a substitute service, higher individual service price will make patients turn to the team-based service (β = 0.164, p < 0.000). Moreover, individual service price negatively moderates the relationship between team-based service price and demands (β = -0.036, p < 0.05). By calculating the price difference between individual service price and team-based service price, we find a negative role of the price difference in affecting patient purchase decisions (β = -0.085, p < 0.05). Although we did not find a significant effect of team size, a quick response can attract more patients (β = 0.174, p = 0.05). CONCLUSIONS Price fairness provides a proper framework for understanding pricing strategy in individual and team-based service in an online environment. Understanding the effects of prices from a price difference perspective has both theoretical and practical contributions. Specifically, this study contributes to knowledge on price fairness, online medical platforms, and virtual teams, and provides management suggestions.

scholarly journals Towards a More Realistic Citation Model: The Key Role of Research Team Sizes

Entropy ◽  
2020 ◽  
Vol 22 (8) ◽  
pp. 875
Author(s):  
Staša Milojević
Keyword(s):  
Power Law ◽  
Research Team ◽  
Team Size ◽  
Mechanism Model ◽  
Unrealistic Assumption ◽  
Paper Citation ◽  
Direct Citation ◽  
Number Of Citations ◽  
Number Of Authors

We propose a new citation model which builds on the existing models that explicitly or implicitly include “direct” and “indirect” (learning about a cited paper’s existence from references in another paper) citation mechanisms. Our model departs from the usual, unrealistic assumption of uniform probability of direct citation, in which initial differences in citation arise purely randomly. Instead, we demonstrate that a two-mechanism model in which the probability of direct citation is proportional to the number of authors on a paper (team size) is able to reproduce the empirical citation distributions of articles published in the field of astronomy remarkably well, and at different points in time. Interpretation of our model is that the intrinsic citation capacity, and hence the initial visibility of a paper, will be enhanced when more people are intimately familiar with some work, favoring papers from larger teams. While the intrinsic citation capacity cannot depend only on the team size, our model demonstrates that it must be to some degree correlated with it, and distributed in a similar way, i.e., having a power-law tail. Consequently, our team-size model qualitatively explains the existence of a correlation between the number of citations and the number of authors on a paper.

Context and person-oriented leader in teams: a meta-analytical review

2020 ◽  
Vol 26 (1/2) ◽  
pp. 91-121
Author(s):  
Meltem Ceri-Booms
Keyword(s):  
Random Effects ◽  
Team Performance ◽  
Random Effects Model ◽  
Team Size ◽  
Content Type ◽  
Moderating Variables ◽  
Common Method Bias ◽  
Method Bias ◽  
The Relationship

Purpose The research studies the role of contextual moderating variables on the relationship between person-oriented leadership behaviors (POLBs) and team performance. The authors claim that the varying effect sizes between POLBs and team performance are large because of the context the team is functioning in. Therefore, based on the framework of Johns (2006), this paper aims to investigate the moderating role of the relevant demographic (leader gender), social (in-group collectivism and team size), task (skill differentiation) and methodological (common method bias and the rater of the team performance) contextual variables in the study. Design/methodology/approach The authors accumulated evidence from 48 independent primary studies (N team = 4,276) to run the meta-analytic analyses. The authors followed the procedures described by Schmidt and Hunter (2015). For the categorical moderators, the analyzes were aided by the Hunter–Schmidt meta-analysis programs (2.0) (Schmidt and Le, 2014), which is an interactive software using a random-effects model. In the analyzes for the continuous moderators, the authors used Lipsey and Wilson’s (2001) statistical package for the social sciences macros and run meta-regressions using a random-effects model with unrestricted maximum likelihood. Findings The results indicate that the relationship weakens when female leaders exhibit these behaviors and when the team size increases. On the other hand, in-group collectivism strengthens the relationship. The study also found that the common method bias and the assessment method of the team performance are significant moderators altering the relationship. Practical implications The study highlights the perceptual differences and biases based on leader gender. Acknowledging these biases may help practitioners to appreciate the female qualities in leadership and decrease the undervaluation of female effectiveness. To create high-performing teams, leaders in high in-group collectivist countries are expected to develop a family feeling in the team by showing their concern for personal issues and build close interpersonal relationships. Researchers should use multiple sources to assess the predictor and criterion variables and also opt for more objective assessment methods for team performance. Originality/value With this study, the authors follow a substantively different perspective compared to the past meta-analytic reviews on this relationship. Rather than testing the inquiry whether there is a relationship between the two variables, the authors specifically focus on the role of contextual moderating variables. Several researchers have acknowledged that contextual considerations are critical in leadership-team performance research. Nevertheless, the body of research remains to be not cohesive. Thus, the study answers a call in the leadership area for a more context-based and cohesive understanding of the effects of leadership on team performance.

scholarly journals Crisis resolution/home treatment teams, gate-keeping and the role of the consultant psychiatrist

2008 ◽  
Vol 32 (10) ◽  
pp. 378-379 ◽  
Author(s):  
Hugh Middleton ◽  
Gyles Glover ◽  
Steve Onyett ◽  
Karen Linde
Keyword(s):  
Important Determinant ◽  
Care Pathway ◽  
Home Treatment ◽  
Clinical Implications ◽  
Team Size ◽  
Crisis Resolution ◽  
Consultant Psychiatrist ◽  
Gate Keeping ◽  
The Relationship

Aims and MethodThe working relationship between consultant psychiatrists and crisis resolution/home treatment (CRHT) teams varies quite widely. Data from the national survey have been used to investigate the effects of consultant psychiatrist intput upon functions of the CRHT team. Logistic regression was employed to consider the effects of team size, team maturity and consultant input upon gate-keeping and fidelity to model (how many of six criteria teams' activities included).ResultsThere were statistically significant effects of size and maturity upon fidelity, and of maturity and consultant input upon gate-keeping.Clinical ImplicationsThe relationship between the consultant psychiatrist and other elements of the acute care pathway is an important determinant of how it functions. Depending upon how they relate to them, consultants can assist or hinder a team's capacity to fulfill their intended purposes.

Why teams achieve higher negotiation profits than individuals: the mediating role of deceptive tactics

2017 ◽  
Vol 32 (4) ◽  
pp. 567-579 ◽  
Author(s):  
Tayfun Aykac ◽  
Robert Wilken ◽  
Frank Jacob ◽  
Nathalie Prime
Keyword(s):  
Design Methodology ◽  
Team Size ◽  
Absolute Level ◽  
Content Type ◽  
Mediating Role ◽  
Log Files ◽  
Negotiation Tactics ◽  
Deceptive Behavior ◽  
Mediation Hypothesis

Purpose This study aims to investigate the use of deceptive negotiation tactics to explain why teams can attain higher negotiation profits than individual negotiators. The study distinguishes deception by commission (i.e. active misrepresentation of preferences) from deception by omission (i.e. passive misrepresentation of preferences). Design/methodology/approach The sample used to test the mediation hypothesis was made up of data from two electronically mediated negotiation simulations encompassing 75 negotiation dyads with 278 participants. The methodology involved coding deceptive negotiation tactics from the log files by counting utterances related to indifference options that enabled negotiation parties to deceive. Findings The results show that teams do apply deceptive negotiation tactics more frequently than individual negotiators and that this behavior helps them increase their negotiation profits. Originality/value The findings are valuable for two reasons. First, the study included controls for other important antecedents of deceptive behavior and negotiation outcome (e.g. negotiators’ nationalities, first bids). Consequently, the empirical results underline the importance of considering team size to understand its impact on profits through the use of deceptive tactics. Second, although this study does show that deception increases negotiation profits, the absolute level of deception is rather small (on average just one deceptive statement per negotiation).

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