How Identity Conflict and Identity Synergy Influence Innovative Performance of Employees With Multiple Team Membership

Multiple teams, multiple projects, multiple groups at the intersection of (multiple) research fields: A bibliometric study

Multi-teaming is a concept studied across a variety of disciplines. While using a bibliometric approach on 255 research papers extracted from Web of Science, we aimed to depict the architecture of the multi-teaming concept across academic disciplines and time. Results of citation, co-citation and bibliographic coupling analyses identified four major fields looking at the concept of multi-teaming. The fields emerged over time from fragmentation to integration and acknowledging similarities. We identify gaps and propose (multi)-disciplinary research ideas that can benefit the field of multi-teaming.

How to stimulate employees’ innovative behavior: Internal social capital, workplace friendship and innovative identity

With the digital transformation of the economy and the rise of community innovation, how stimulating employees’ innovative behavior (EIB) becomes the basis for building sustainable competitive advantage in organizations. However, research has yet to systematically investigate the effect of internal social capital (ISC) on EIB. Based on social identity theory and resource conservation theory, this paper constructs a model to explain the mediating role of II between ISC and EIB and the moderating role of workplace friendship (WF). Using SPSS 27 and Amos 24 to analyze the data of 284 questionnaires, the results show that (1) ISC has a positive effect on EIB, (2) II plays a partial mediating effect in the relationship between ISC and EIB, and (3) WF has a positive moderating effect on the relationship between ISC and EIB. The conclusion provides management insight and practical guidance for creating an internal organizational climate to promote EIBs.

Multiple Team Membership, Performance, and Confidence in Estimation Tasks

Multiple team membership (MTM) is a form of work organization extensively used nowadays to flexibly deploy human resources across multiple simultaneous projects. Individual members bring in their cognitive resources in these multiple teams and at the same time use the resources and competencies developed while working together. We test in an experimental study whether working in MTM as compared to a single team yields more individual performance benefits in estimation tasks. Our results fully support the group-to-individual (G-I) transfer of learning, yet the hypothesized benefits of knowledge variety and broader access to meta-knowledge relevant to the task in MTM as compared to single teams were not supported. In addition, we show that individual estimates improve only when members are part of groups with low or average collective estimation errors, while confidence in individual estimates significantly increases only when the collective confidence in the group estimates is average or high. The study opens valuable venues for using the dynamic model of G-I transfer of learning to explore individual learning in MTM.