Multiple Team Membership and Team Performance: The Effects of Social Networks and Technology

2012 ◽  
Vol 2012 (1) ◽  
pp. 17296 ◽  
Author(s):  
Fabiola Bertolotti ◽  
Elisa Mattarelli ◽  
Matteo Vignoli ◽  
Diego Maria Macrì
Keyword(s):  
Social Networks ◽  
Team Performance ◽  
Multiple Team Membership

scholarly journals Things Are Not Always What They Seem: The Origins and Evolution of Intragroup Conflict

2020 ◽  
pp. 000183922096518 ◽  
Author(s):  
Priti Pradhan Shah ◽  
Randall S. Peterson ◽  
Stephen L. Jones ◽  
Amanda J. Ferguson
Keyword(s):  
Social Networks ◽  
Qualitative Study ◽  
Team Performance ◽  
Task Conflict ◽  
Intragroup Conflict ◽  
Team Conflict ◽  
Student Teams ◽  
Evolutionary Trajectories ◽  
Or Team ◽  
Over Time

Teams scholars have historically conceptualized and measured intragroup conflict at the team level. But emerging evidence suggests that perceptions of intragroup conflict are often not uniform, shared, or static. These findings suggest important questions about the microfoundations of intragroup conflict: Where does conflict within teams originate? And how does it evolve over time? We address these and other questions in three abductive studies. We consider four origination points—an individual, dyad, subgroup, or team—and three evolutionary trajectories—conflict continuity, contagion, and concentration. Study 1, a qualitative study of narrative accounts, and Study 2, a longitudinal social networks study of student teams, reveal that fewer than 30 percent of teams experience team-level conflict. Instead, conflict more commonly originates and persists at individual, dyadic, or subgroup levels. Study 2 further demonstrates that traditional psychometric intragroup conflict scales mask the existence of these various origins and trajectories of conflict. Study 3, a field study of manufacturing teams, reveals that individual and dyadic task conflict origins positively predict team performance, whereas traditional intragroup task conflict measures negatively predict team performance. The results raise serious concerns about current methods and theory in the team conflict literature and suggest that researchers must go beyond team-level conceptualizations of conflict.

Social networks and team performance

1997 ◽  
Vol 3 (4) ◽  
pp. 288-294 ◽  
Author(s):  
Elizabeth Rosenthal
Keyword(s):  
Social Networks ◽  
Team Performance

Shaping positive and negative ties to improve team effectiveness: The roles of leader humility and team helping norms

2020 ◽  
pp. 001872672096813
Author(s):  
Chia-Yen (Chad) Chiu ◽  
Prasad Balkundi ◽  
Bradley P Owens ◽  
Paul E Tesluk
Keyword(s):  
Social Networks ◽  
Transformational Leadership ◽  
Team Performance ◽  
Team Effectiveness ◽  
Work Teams ◽  
Positive Association ◽  
Team Leadership ◽  
Team Leaders ◽  
Practical Implications ◽  
Leader Humility

Managing and harmonizing intragroup relationships are critical for effective team leadership. Though previous studies have confirmed how team leaders promote positive ties in work teams, it remains unclear whether or how they can benefit the team by helping to reduce negative ties. How can team leaders simultaneously encourage positive ties and prevent negative ties to elevate team effectiveness? Drawing on social ledger theory and leader humility, we propose that humble leaders can improve team performance and viability through first influencing intragroup positive and negative tie density and thereby promoting team-helping norms. In Study 1 (70 professional work teams), we find that leader humility is associated with elevated team-helping norms and team effectiveness through lower levels of hindrance density rather than promoting friendship density. In Study 2 (50 retail teams), we replicate Study 1 but additionally control for transformational leadership. The results suggest that the positive association between leader humility and friendship density becomes insignificant after transformational leadership is considered, whereas the association between leader humility and hindrance density remains significant. This research contributes to the literature by illuminating how leadership is associated with team social networks and highlights practical implications for managing professional teams and developing team leadership.

scholarly journals Understanding the Usage of Social Networks Apps Among Organizations and Its Impact on Team Performance: Empirical Study

2019 ◽  
Vol 10 (4) ◽  
pp. 7
Author(s):  
Nasser A. Saif Almuraqab
Keyword(s):  
Social Networks ◽  
Team Performance ◽  
Positive Impact ◽  
Ease Of Use ◽  
Perceived Usefulness ◽  
Smart Devices ◽  
Perceived Ease Of Use ◽  
Network Applications ◽  
Digital Era ◽  
The Individual

Nowadays in the digital era the development of applications influences the process of group collaboration. And social networks apps usage among enterprises and institutions is growing enormously. Most of the researches on social networks technologies usage are focused on the individual viewpoint, while others are from the organizational viewpoint. Nevertheless, not many research works have examined the actual influence of social networks apps usage via smart devices on team’s performance. The need of communication in group teamwork while doing tasks or projects, forces the team to plan their meetings to finish tasks given. Therefore, using the quantitative approach, this research aims to reveal the predictors that drive the employees to use social networks technologies, and the consequences of using these technologies in team performance. This research model was validated using Partial Least Squares approach with on 110 respondents. The results disclosed that perceived ease of use, perceived compatibility, perceived usefulness, and perceived interactivity of the social network applications, drive the employees to use these applications when performing their group projects. In addition, collaborative working is also a significant predictor for the employees to use social networks applications. Also, the use of social networks technologies also showed a positive impact on team performance.

scholarly journals The Influence of Social Networks on Team Performance: Moderating Effect of Emotional Contagion

2020 ◽  
Vol 08 (04) ◽  
pp. 553-565
Author(s):  
Qian Wang ◽  
Xiyan Yu ◽  
Hang Yu ◽  
Shan Su ◽  
Chunqin Li ◽  
...  
Keyword(s):  
Social Networks ◽  
Team Performance ◽  
Emotional Contagion ◽  
Moderating Effect

Multilayer Social Networks

2016 ◽  
Author(s):  
Mark E. Dickison ◽  
Matteo Magnani ◽  
Luca Rossi
Keyword(s):  
Social Networks ◽  
Multilayer Social Networks
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