Group Formation and the Evolution of Human Social Organization

Humans operate in groups that are oftentimes nested in multilayered collectives such as work units within departments and companies, neighborhoods within cities, and regions within nation states. With psychological science mostly focusing on proximate reasons for individuals to join existing groups and how existing groups function, we still poorly understand why groups form ex nihilo, how groups evolve into complex multilayered social structures, and what explains fission-fusion dynamics. Here we address group formation and the evolution of social organization at both the proximate and ultimate level of analysis. Building on models of fitness interdependence and cooperation, we propose that socioecologies can create positive interdependencies among strangers and pave the way for the formation of stable coalitions and groups through reciprocity and reputation-based partner selection. Such groups are marked by in-group bounded, parochial cooperation together with an array of social institutions for managing the commons, allowing groups to scale in size and complexity while avoiding the breakdown of cooperation. Our analysis reveals how distinct group cultures can endogenously emerge from reciprocal cooperation, shows that social identification and group commitment are likely consequences rather than causes of group cooperation, and explains when intergroup relations gravitate toward peaceful coexistence, integration, or conflict.

Transformation of Task Conflict Into Relational Conflict and Burnout: Enhancing Effect of Leader's Discriminatory Effect

Organizational conflict was proposed by dividing it into task conflict and relationship conflict. However, conflict is dynamic and therefor, the conflict transformation is recognized as an important topic in organizational conflict. In particular, task conflict can be easily transformed into relationship conflict due to emotional expression and misattribution in the process of conflict. In addition, task conflict can negatively affect employees' attitudes if it is transformed into relationship conflict even though task conflict can function properly. This transformation of conflict can become more active under certain conditions, and leaders play an important role in this transformation because leaders have an important influence on conflict management. Therefore, this study examined the effect of the transition from task conflict to relationship conflict on burnout and the moderating effect of leaders in the relationship between task and relationship conflict. To this end, surveying 721 employees in 15 departments, and multilevel mediation and moderation analysis were performed. As a result of analysis, employees' burnout increased when task conflict transformed into relationship conflict. In addition, greater the LMX differentiation of leader, greater the effect of task conflict on relationship conflict. Finally, theoretical and practical implications were discussed for leadership and conflict management.

Exploring the relationships between team leader’s conflict management styles and team passion: From the emotional perspective

From the emotional perspective, this study explores how team leader’s conflict management styles affect team passion. A theoretical model is constructed which describes the mediating role of positive team emotional climate and the moderating impact of team emotional intelligence. We collect 101 teams paired data including 101 team leaders and 383 team members to test theoretical model. It is shown that leader’s cooperative conflict management style has a significant positive effect on both positive team emotional climate and team passion. Meanwhile, positive team emotional climate plays a mediating role between leader’s cooperative conflict management style and team passion. In addition, team emotional intelligence has a moderating effect between leader’s cooperative style and positive team emotional climate. This study not only provides a new perspective for follow-up research but also expands the research scope of impacts of conflict management styles. In addition, this study forms the underlying mechanism of team leader’s conflict management styles on team passion from the emotional perspective and investigates the mediating effect and moderating effect of emotional variable, which broadens the research on the mechanisms of conflict management styles on team outcomes to a certain extent.

Developing structural modelling of inter-partner factors of international joint ventures performance

Purpose

The study aims to identify, analyse and develop a model for measuring the inter-relationship and interaction among the inter-partner factors. International joint ventures (IJVs) literature has scantly studied the interactions and inter-relationships among the inter-partner factors of IJVs performance. To address this gap, this research creates a hierarchical relationship framework among the inter-partner factors of IJVs performance.

Design/methodology/approach

The comprehensive literature review is used to identify the factors and possible relationships between the factors and IJVs performance. M-TISM (modified total interpretive structural modelling) methodology is used to examine the relationship among the factors of IJVs performance.

Findings

This study highlights 12 inter-partner factors that affect IJVs performance. The results suggest that size asymmetry, commitment, goal incongruency, competitive overlap, trust, control, the interdependency of resources, cooperation, economic distance, cultural distance, geographical distance and administrative distance significantly impact IJVs performance. Commitment is found to be a linkage variable as it has high dependence and driving power. Goal incongruency and competitive overlap have high driving power.

Research limitations/implications

This study gives a proposed list of critical inter-partner factors for policymakers and practitioners to consider when developing rules or recommendations to improve IJVs performance. The focus of policymakers should be on economic and geographical distance, followed by cultural distance, competitive overlap, goal incongruency, size asymmetry and administrative distance to improve inter-relationship among the partners in IJVs. The work contributes to the academician by presenting a modified TISM model that highlights the significance of ambidexterity in driving the performance of IJVs.

Originality/value

This study fills a gap in the literature by analysing the interactions among the inter-partner parameters that influence the performance of IJVs. It offers insights into the variables, such as driver dependence and the relationships between the variables.

The Games We Play: Prosocial Choices Under Time Pressure Reflect Context-Sensitive Information Priorities

Time pressure is a powerful experimental manipulation frequently used to arbitrate between competing dual-process models of prosocial decision-making, which typically assume that automatic responses yield to deliberation over time. However, the use of time pressure has led to conflicting conclusions about the psychological dynamics of prosociality. Here, we proposed that flexible, context-sensitive information search, rather than automatic responses, underlies these divergent effects of time pressure on prosociality. We demonstrated in two preregistered studies (N = 304 adults from the United States and Canada; Prolific Academic) that different prosocial contexts (i.e., pure altruism vs. cooperation) have distinct effects on information search, driving people to prioritize information differently, particularly under time pressure. Furthermore, these information priorities subsequently influence prosocial choices, accounting for the different effects of time pressure in altruistic and cooperative contexts. These findings help explain existing inconsistencies in the field by emphasizing the role of dynamic context-sensitive information search during social decision-making, particularly under time pressure.

Advancing influence tactics to the team level: the case of self-managed teams

Purpose

By combining the influence tactics and team development literatures, this paper aims to propose a new team-level approach to influence tactics in self-managed teams and a temporal account of the extent to which team-level influence tactics are associated with team performance as a dynamic process.

Design/methodology/approach

Using 75 self-managed teams, we examined the relationship between the proportion of team members who tend to use each influence tactic to a high degree and team performance at initial versus advanced stages of team development.

Findings

Results demonstrated at initial stages of team development, a high proportion of team members who tend to use assertiveness was detrimental to team performance, whereas at advanced stages of team development, a high proportion of team members tending to use ingratiation was detrimental, while rationality was positively associated with team performance. Additionally, a Fuzzy Qualitative Comparative Analysis showed that at advanced stages of team development, tactics configuration matters.

Originality/value

This study sets the stage for a team-level theory of influence tactics by examining the relationship between the proportion of team members who tend to use influence tactics to a high degree and team performance at initial versus advanced stages of team development, and the configurations of tactics associated with better team performance at these developmental stages. While the individual-level literature on influence tactics is based on notions of power and politics, in a team context and specifically with self-managed teams, there is a need to integrate theories of team processes and dynamics to understand how influence tactics are associated with performance.

Cooperation and Competition in the Innovation Ecosystem From the Perspective of Evolutionary Psychology

The innovation ecosystem is distinct from innovation itself; the former is based on technology, talent and markets, as well as many other elements of innovation that form the organisational system. Current research on the innovation ecosystem has primarily focused on theoretical discussions of the concept and analysis of evolution mechanisms and influential factors; however, research on mechanisms that influence cooperation and competition within the system is limited. Corporation and competition are the critical elements in the acquisition value of the innovation ecosystem and the realisation of innovation breakthroughs. Given the dynamic nature and complexity of the innovation ecosystem, this research is based on the "value co-creation" theory of innovation ecosystems and consistency with the "reciprocity" principle of evolutionary psychology. Understanding the mechanisms that underlie corporation and competition in the innovation ecosystem from the perspective of evolutionary psychology may foster more efficient cooperation and competition among enterprises, enabling them to realise the value of co-creation and innovation breakthroughs.

[Successful knowledge exchange in virtual teams-how important is social presence?]

Erfolgreicher Wissensaustausch ist ein zentraler Prozess für den Erfolg virtueller Teams. Damit gehen spezifische Herausforderungen einher. Die verwendete Informations- und Kommunikationstechnologien, die räumliche Trennung und der mangelnde persönliche Kontakt der Teammitglieder erschweren den Austausch von Wissen.

Die Forschung zu Einflussfaktoren auf Wissensaustausch in virtuellen Umgebungen fokussiert zumeist rein technische oder soziale Faktoren. Dagegen kaum beachtet ist die Rolle der sozialen Präsenz als interdisziplinäres Konstrukt. Soziale Präsenz meint das subjektive Erleben eines Zusammengehörigkeitsgefühls trotz physischer Distanz, das in der Interaktion zwischen den Nutzern und der vorhandenen Technologie entsteht.

Die vorliegende Studie untersuchte, inwieweit das Erleben sozialer Präsenz den Erfolg virtuellen Wissensaustausches beeinflusst. Basierend auf der Critical Incident Technique wurden 26 Interviews mit Mitgliedern virtueller Teams geführt. Die Teilnehmenden schilderten Situationen, in denen der virtuelle Wissensaustausch erfolgreich oder nicht erfolgreich war.

Die Auswertung zeigt, dass soziale Präsenz häufiger in erfolgreichen Situationen auftrat. Das weist darauf hin, dass deren Erleben wichtig für erfolgreichen Wissensaustausch ist.

Praktische Relevanz: Soziale Präsenz kann durch Medienreichhaltigkeit, Unterstützung sozialer Prozesse und Beziehungen in virtuellen Teams positiv beeinflusst werden. Aus den Ergebnissen lassen sich somit Implikationen für die Gestaltung, Moderation und Führung virtueller Zusammenarbeit ableiten.

Cooperative Criticism: When Criticism Enhances Creativity in Brainstorming and Negotiation

Long-standing wisdom holds that criticism is antithetical to effective brainstorming because it incites intragroup conflict. However, a number of recent studies have challenged this assumption, suggesting that criticism might actually enhance creativity in brainstorming by fostering divergent thinking. Our paper reconciles these perspectives with new theory and a multimethod investigation to explain when and why criticism promotes creativity in brainstorming. We propose that a cooperative social context allows criticism to be construed positively, spurring creativity without inciting intragroup conflict, whereas a competitive social context makes criticism more divisive, leading to intragroup conflict and a corresponding reduction in creativity. We found support for this theory from a field experiment involving 100 group brainstorming sessions with actual stakeholders in a controversial urban planning project. In a cooperative context, instructions encouraging criticism yielded more ideas and more creative ideas, whereas in a competitive context, encouraging criticism yielded fewer ideas and less creative ideas. We replicated this finding in a laboratory study involving brainstorming in the context of a union-management negotiation scenario, which allowed us to hold constant the nature of the criticism. Taken together, our findings suggest that the optimal context for creativity in brainstorming is a cooperative one in which criticism occurs but is interpreted constructively because the brainstorming parties perceive their goals as aligned.

The Positive Spiral Between Problem-Solving Management and Trust: A Study in Organizations for Individuals With Intellectual Disability

To achieve their goals, organizations for individuals with intellectual disability have to stimulate high-quality relationships between professionals and family members. Therefore, achieving professionals’ trust in family members has become a challenge. One relevant factor in explaining professional’s trust in families is the degree to which family members use the “problem-solving” conflict management strategy (high concern for oneself but also for the other party) in their disputes–disagreements with professionals. It is reasonable to argue that when family members use problem-solving conflict management, professionals’ trust increases. Professionals’ trust, in turn, stimulates the use of problem-solving strategies by family members. However, it is also plausible that professionals are the initiators of this positive spiral (professionals’ trust–problem-solving conflict management by family members–professionals’ trust). To examine this relationship between problem solving and trust over time, we conducted a longitudinal survey study in which 329 professionals reported on these two constructs three times (with 4 weeks between the measurements). Using structural equation modeling, we compared four nested models: (a) stability, (b) causality (where the problem-solving strategy by familiar members is the initiator of the spiral), (c) reversed causation (where the professional’s trust is the initiator of the spiral), and (d) reciprocal (where problem-solving conflict management and trust reinforce each other). The results of the χ² difference tests, regarding the comparison of the models, showed that the reciprocal model was significantly superior to the alternative proposals. Our findings supported a complex view of the relationships between problem-solving conflict management and trust, based on dynamic reciprocal relationships over time.

Ethical leaders manage conflict to develop trust

Purpose

The purpose of this paper is to propose that effective ethical leaders develop high quality relationships with team members; in particular, they manage their conflicts with team members cooperatively.

Design/methodology/approach

The authors empirically tested this hypothesis with responses from 117 managers and 302 subordinates.

Findings

Through cooperative conflict management, leaders develop trusting, mutually committed relationships. Ethical leaders and their employees avoid competitive conflict where they try to impose their ideas and resolutions on each other.

Practical implications

The findings suggest that ethical leaders can have a significant impact by fostering cooperative conflict management and reducing competitive conflict management. Thus, organizations are encouraged to adopt training and selection procedures to develop more ethical leaders.

Originality/value

This study adds to leadership research that effective leaders develop high quality relationships that help them influence employees as well as to be open and influenced by them.

Fostering Creativity in Intercultural and Interdisciplinary Teams: The VICTORY Model

Teams are pervasive in the history of mankind. Particularly in our fast-growing modern society, teams composed of members from different cultures and disciplines are quite often used at the workplace. Though widely used, the effectiveness of teams is inconsistent. Meta-analyses report a double-edged effect of diversity on creativity and innovation, suggesting that diversity needs to be tactfully managed if we want to leverage the creative potential of teams. The current paper strives to meet this challenge and makes recommendations on how to foster creativity in intercultural and interdisciplinary teams. It discusses the concepts of teams vs. groups and creativity vs. innovation. Drawing upon sociocultural theories of creativity and innovation, particularly literature reviews and meta-analyses, this paper attempts to identify non-cognitive, cognitive and environmental enablers of team creativity. The VICTORY model offers a summary of these enablers, as it focuses on team (T) and synthesizes both non-cognitive (Vision, Openness, Risk-taking, Yes-I-Can Mindset) and cognitive (Ideation, Combination) antecedents of team creativity. Yet it is only through the combination and integration of environmental factors (including communication, collaboration, and support, among others) that the effect of these antecedents can be fully realized.

An empirical study of the impact of goal orientation on individual ambidexterity – moderating roles of goal interdependence and constructive controversy

Purpose

Ambidexterity is the source of organizational sustainable development and long-term success. However, understanding the role of individual ambidexterity in organizations remains underdeveloped. Recently, scholars have increasingly emphasized the importance of individual ambidexterity, calling for more research on the topic. This study aims to explore the factors influencing individual ambidexterity. It proposed that goal orientation would be related to individual ambidexterity, and perceived cooperative goal interdependence and constructive controversy would play moderating roles in this relationship.

Design/methodology/approach

The paper opted for a survey study. Questionnaires were distributed to enterprise managers from a part-time MBA program at a university located in Beijing, China. They were also asked to bring copies to their colleagues, so they could fill them out. The authors obtained 229 valid questionnaires and used hierarchical regression analysis to test the relationships.

Findings

The results revealed that both learning goal orientation and performance goal orientation were significantly and positively related to individual ambidexterity. Perceived cooperative goal interdependence and constructive controversy positively moderated the relationship between learning goal orientation/ performance goal orientation and individual ambidexterity.

Practical implications

The paper provides beneficial suggestions for both managers and employees. It offers a reference for managers regarding how to promote employee ambidexterity. It also provides suggestions for employee career development.

Originality/value

The paper explored the factors influencing ambidextrous activities at the individual level, a very scare approach in extant studies. It also constructed a systematic process mechanism of individual ambidexterity, integrating both internal and external factors.

Collectivistic Independence Promotes Group Creativity by Reducing Idea Fixation

The present study examined the joint impact of collectivistic value orientation and independent self-representation of group members upon group creativity. In a laboratory experiment involving three-person student teams ( N = 72), we induced a collectivistic (vs. an individualistic) value orientation and independent (vs. interdependent) self-representation via priming methods. Using a group-brainstorming paradigm, we found as expected that groups generated more original ideas when members combined a collectivistic value orientation with independent self-representation than with interdependent self-representation. By contrast, differences in self-representation did not have a significant effect when an individualistic value orientation was made salient. Furthermore, we found that this effect was mediated by the degree of idea fixation within the group, thereby illuminating the underlying cognitive mechanism of the observed synergy effect. Implications of the findings for research on group creativity and future directions are discussed.

The Destructive Effect of Ingroup Competition on Ingroup Favoritism

Ingroup favoritism has been widely verified in the context of intergroup competition; however, how competition among ingroup members affects ingroup favoritism remains unclear. We hypothesized that competition among ingroup members may disrupt individuals’ ingroup-favoring behavior because of conflicts of interest; we tested this hypothesis in two studies. In Study 1, we manipulated competitive intragroup outcome interdependence (present vs. absent) and the manner in which results were presented (public vs. anonymous). We found that regardless of result presentation, when competitive intragroup outcome interdependence was present, ingroup members did not exhibit ingroup favoritism; when such interdependence was absent, they showed ingroup favoritism. In Study 2, we introduced the manipulation of social identification, and reverified the main result that individuals under competitive intragroup outcome interdependence do not exhibit ingroup favoritism. Even the degree of social identification—a vital factor for intergroup behavior—could not moderate the destructive effect of competitive intragroup outcome interdependence on ingroup favoritism. Together, these findings indicate that ingroup favoritism would indeed be damaged by competition among ingroup members.

INVESTIGATING THE SYNERGISTIC AND ANTAGONISTIC IMPACTS OF OUTCOME INTERDEPENDENCE, SHARED VISION AND TEAM REFLEXIVITY ON INNOVATION IN SOFTWARE DEVELOPMENT PROJECTS

Reflexivity, the extent to which teams reflect upon and modify their functioning, is widely considered a key factor for engendering team innovation. In this study, we propose that reflexivity is a necessary but not a sufficient condition for team innovation. Outcome interdependence, defined as the extent to which team members perceive that attainment of goals by their colleagues will facilitate their own goal achievement, and shared team vision, will moderate the effect of team reflexivity on team innovation. An empirical study with 332 team members of 34 software projects reveals that as predicted high outcome interdependence and shared team vision magnified the positive impacts of team reflexivity on team innovation. However, an increase in team reflexivity at low outcome interdependence and shared team vision had a negative impact on team innovation. Further, in general, agile software teams consistently demonstrated higher outcome interdependence and team reflexivity and thereby higher team innovation compared to teams adopting plan-driven methods of software development.

Strategic decision-making

Purpose

This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of competence-based trust on the relationship between agreement-seeking behavior and decision outcomes, and mediating role of agreement-seeking behavior between cooperative conflict management and decision outcomes.

Design/methodology/approach

Using a structured survey instrument, this paper gathered data from 348 students enrolled in a strategic management capstone course that features strategic decision-making in a simulated business strategy game. The data from 94 teams were collected from the student population using a carefully administered instrument. The data were aggregated after running the inter-rater agreement test and the analyzed to test the hypotheses.

Findings

The results from the hierarchical regression of the complex moderated mediation model reveal that cooperative conflict management is positively related to agreement-seeking behavior, and agreement-seeking behavior mediates the relationship between cooperative conflict management and decision outcomes. The results also suggest that competence-based trust acts as a moderator in the relationship between agreement-seeking behavior and decision quality; agreement-seeking behavior and team effectiveness, and agreement-seeking behavior and decision commitment. Results also support mediation of agreement-seeking behavior between cooperative conflict management and decision outcomes.

Research limitations/implications

The present research is based on self-report measures, and hence, the limitations of social desirability bias and common method bias are inherent. However, adequate care is taken to minimize these limitations. The research has implications for the strategic decision-making process literature.

Practical implications

In addition to the strategic management literature, this study contributes to practicing managers. The study suggests that competence-based trust plays a vital role in decision effectiveness. Administrators need to select the members in the decision-making process who have competence-based trust on one another and engage in agreement-seeking behavior.

Social implications

The findings from the study help in creating a fruitful social environment in organizations.

Originality/value

This study provides new insights about the previously unknown effects of cooperative conflict management and agreement-seeking behavior in strategic decision-making process.

Transforming cross-cultural conflict into collaboration

Purpose

Scholarly research provides few insights into how integrating the western values of individualism and low power distance with the eastern values of collectivism and high power distance may influence cross-cultural conflict management. Following the framework of the theory of cooperation and competition, the purpose of this paper is to directly examine the impacts of organization-level collectivism and individualism, as well as high and low power distance, to determine the interactive effects of these four factors on cross-cultural conflict management.

Design/methodology/approach

This is a 2×2 experiment study. Data were collected from a US laboratory experiment with 80 participants.

Findings

American managers working in a company embracing western low power distance and eastern collectivism values were able to manage conflict cooperatively with their Chinese workers. Moreover, American managers working in a company valuing collectivism developed more trust with Chinese workers, and those in a company culture with high power distance were more interested in their workers’ viewpoints and more able to reach integrated solutions.

Originality/value

This study is an interdisciplinary research applying the social psychology field’s theory of cooperation and competition to the research on employee-manager, cross-cultural conflict management (which are industrial relations and organizational behavior topics, respectively), with an eye to the role of cultural adaptation. Furthermore, this study included an experiment to directly investigate the interactions between American managers and Chinese workers discussing work distribution conflict in four different organizational cultures.

Effects of social identity salience on motivational orientation and conflict strategies in intergenerational conflict

With the upsurge of older adults still working, the labour force is becoming increasingly diverse in age. Age diversity in an organisation can increase the likelihood of intergenerational conflict. The present study aims to integrate the dual concern model and social identity theory to explain the underlying mechanisms of intergenerational conflict by examining the effects of social identity salience on motivational orientation and conflict strategies. A 2 (subgroup identity salience: low vs. high younger/older group membership) × 2 (superordinate identity salience: low vs. high organisational group membership) factorial design with a structured questionnaire on motivational orientation and conflict strategies in relation to a hypothetical work conflict scenario was implemented among 220 postgraduate university students in Hong Kong. Results revealed that subgroup and superordinate identities had a combined influence on conflict strategies but not in motivational orientation. Subgroup and superordinate identification promoted integrating and compromising strategies, superordinate identification promoted obliging strategy, subgroup identification promoted dominating strategy and no identification promoted avoiding strategy. Age did not moderate these relationships. This study contributes to the development of the integrated model of conflict.

Promoting Constructive Multicultural Attractors: Fostering Unity and Fairness From Diversity and Conflict

Enduring forms of bias and discrimination are well documented and pervasive in many organizations fueling costly patterns of destructive cross-cultural and multicultural conflict. Changes in these dynamics are often slow and beset with setbacks. In this article, we present a dynamical systems model of multicultural organizational change, which outlines how leveraging tension from such conflict can help break down destructive multicultural attractors, or change-resistant patterns of intergroup bias and discrimination, and help promote more constructive attractors through increased institutional accountability for enacting fair and just workplace reforms. By recognizing the complex and dynamic nature of attractor patterns of bias and discrimination and working with the resulting tensions optimally and strategically, we propose that they can provide energy and will for reforms that transform chronic patterns of multicultural relations from destructive to constructive.

Collective Human Agency in the Context of Organizational Participation

Abstract. Connecting the social cognitive approach of human agency by Bandura (1997) and activity theory by Leontiev (1978) , this paper proposes a new theoretical framework for analyzing and understanding employee participation in organizational decision-making. Focusing on the social cognitive concepts of self-reactiveness, self-reflectiveness, intentionality, and forethought, commonalities, complementarities, and differences between both theories are explained. Efficacy in agency is conceived as a cognitive foundation of work motivation, whereas the mediation of societal requirements and resources through practical activity is conceptualized as an ecological approach to motivation. Additionally, we discuss to which degree collective objectifications can be understood as material indicators of employees’ collective efficacy. By way of example, we explore whether an integrated application of concepts from both theories promotes a clearer understanding of mechanisms connected to the practice of employee participation.

Conflict in Teams: Modeling Early and Late Conflict States and the Interactive Effects of Conflict Processes

We introduce a model of teams’ early and late conflict states, conflict processes, and performance. In a study of 529 individuals in 145 teams, we provide a theoretical framework and empirically test a series of hypotheses pertaining to the influence of conflict states, including task and relationship conflict, on performance, as well as the moderating effect of two conflict processes (cooperative and competitive management approaches). We address inconsistencies in the literature related to the effect of team conflict, specifically task conflict, within teams. Our results suggest that task conflict in the end of a team’s life cycle, like relationship conflict, can have a significant negative effect on performance, but only when teams’ conflict management approaches are competitive (rather than cooperative). We also provide evidence that conflict management approaches are affected by the type of conflict teams exhibit in their early life cycle stages. Thus, we present a study of how early levels of conflict types affect conflict management approaches, and how these approaches affect later levels of the conflict type/performance relationship. Our model suggests that conflict types and conflict management approaches should be modeled together to better understand team conflict.

Teamwork Behaviors

The existing body of literature on teamwork behaviors is substantial and offers many different conceptualizations. However, there is a lack of consensus concerning the conceptual structure of teamwork behaviors. Many researchers pursue their own work without any attempt to build on and integrate the work of others. This article reviews the frameworks of teamwork behaviors in the literature on work teams and provides a way of integrating these frameworks. The behavioral dimensions included in this integrative framework are conceptually distinguished and arranged in a hierarchical conceptual structure based on theoretical approaches. Moreover, they are framed from the perspective of the timing of teamwork behaviors to clarify when these behaviors are most likely to have their intended effects. The proposed framework is then connected to the task conditions under which teamwork behaviors are most likely to facilitate collective task accomplishment. Finally, future directions for research regarding teamwork behaviors are discussed.

Managing Anger and Annoyance in Organizations in China

Results from critical incidents, developed through diaries of organizational members in China, support the social cognitive perspective's emphasis on the role of cognitions in the experience and response to anger and suggest that this perspective is a potential foundation for managing anger. Findings indicate that the open-minded discussion (constructive controversy) of the anger and annoyance incidents confirms social face and strengthens relationships. These productive dynamics and outcomes were found to occur when organizational members felt cooperatively interdependent. Results were interpreted as suggesting that even in a society where collectivist and conflict-negative values are influential, anger and annoyance can be constructively managed through an open-minded discussion of the incident.

Reflexivity for Team Innovation in China

Teams that can manage their internal functioning may be able to continue to work effectively so that they innovate. This study suggests that cooperative but not competitive or independent goals are a foundation for effective team reflexivity. Two hundred employees in 100 work teams in China completed measures of their team’s goal interdependence (cooperative, competitive, and independent) and reflexivity. The managers of these 100 teams rated their team’s innovation. Results support the theorizing that cooperative goals can contribute to team reflexivity. Structural equation analysis suggested that cooperative but not competitive or independent goals promote reflexivity that in turn results in team innovation. These results, coupled with previous research, were interpreted as suggesting that cooperative goals and reflexivity are complementary foundations for team innovation.

Group Risk Taking

Considerable research has suggested that because of persistent cognitive biases organizations often lack the ability and discipline to take risks effectively. However, group members who discuss their opposing views openly for mutual benefit (constructive controversy) may be able to manage risks effectively. Members of 107 teams working in Chinese organizations indicated their constructive controversy and risk taking; their manager provided ratings of the group's innovation and recovery from mistakes. Results of the structural equation analysis supported the reasoning that constructive controversy can facilitate risk taking that, in turn, promotes innovation and recovery.

Does Exercise Reduce Aggressive Feelings? An Experiment Examining the Influence of Movement Type and Social Task Conditions on Testiness and Anger Reduction

In the present study, it was assumed that a decrease in aggressive feelings is stronger with movements that are unlike aggressive actions compared with those that are similar to aggressive actions. Furthermore, cooperative exercise tasks were expected to lead to lower aggressive feelings compared with competitive tasks. After undergoing an induction of aggressive feelings, 60 participants were randomly assigned to one of six experimental treatment groups, each differing in "movement type" (rowing and combat exercise) and "social task condition" (cooperation, competition, and individualization). A significant reduction of aggressive feelings was only found for participants exercising individually in the rowing condition compared with the individual combat exercise condition. There were no sole effects of "movement type" and "social task condition."

Linking managerial practices and leadership style to innovative work behavior

Purpose

– The purpose of this paper is to propose and test a theoretical model linking individual perceptions of participative leadership style and managerial practices (i.e. teamwork and information sharing) to individual innovative behavior through the mediating mechanisms of: perceptions of team support for innovation and team vision; and psychological empowerment.

Design/methodology/approach

– Self-report data were collected from 394 employees working in five organizations. Structural equation models were conducted to empirically test the hypothesized research model.

Findings

– As hypothesized, participative leadership, teamwork and information sharing positively predicted perceptions of team support for innovation and team vision, which in turn fostered psychological empowerment. The latter was further positively associated with innovative performance.

Practical implications

– The results of the present study inform management of the group processes (i.e. team vision and support for innovation) that can mobilize employees to engage in effective innovative activities. Importantly, the findings indicate that for such processes to be developed and nurtured, teamwork activities should be promoted within work groups, effective communication systems should be implemented throughout the organization, and participatory skills should be developed among supervisors.

Originality/value

– The study represents one of the first attempts to investigate the perceived group and psychological processes that can explain how managerial practices and leadership style jointly benefit employee innovative behavior.