Self-beliefs, Transactive Memory Systems, and Collective Identification in Teams: Articulating the Socio-Cognitive Underpinnings of COHUMAIN

Socio-cognitive theory conceptualizes individual contributors as both enactors of cognitive processes and targets of a social context's determinative influences. The present research investigates how contributors' metacognition or self-beliefs, combine with others' views of themselves to inform collective team states related to learning about other agents (i.e., transactive memory systems) and forming social attachments with other agents (i.e., collective team identification), both important teamwork states that have implications for team collective intelligence. We test the predictions in a longitudinal study with 78 teams. Additionally, we provide interview data from industry experts in human-artificial intelligence teams. Our findings contribute to an emerging socio-cognitive architecture for COllective HUman-MAchine INtelligence (i.e., COHUMAIN) by articulating its underpinnings in individual and collective cognition and metacognition. Our resulting model has implications for the critical inputs necessary to design and enable a higher level of integration of human and machine teammates.

Challenging experiences differentiation: a theoretical framework of its implications for work units

Purpose

Previous research has provided substantial attention to how individual-level challenging experiences lead to individual- and organization-related outcomes. This paper aims to expand existing challenging experiences theory and research by proposing a theoretical framework that addresses how challenging experiences differentiation relates to work unit effectiveness.

Design/methodology/approach

The authors integrate the literature on challenging experiences with that of work unit identification and citizenship behavior to shed light on the intervening mechanisms through which challenging experiences differentiation relates to work unit effectiveness.

Findings

The authors’ theoretical framework proposes that challenging experiences differentiation diminishes work unit effectiveness through the mediating roles of variation in work unit identification and variation in citizenship behavior among unit members.

Originality/value

By linking challenging experiences differentiation and work unit effectiveness, the authors’ framework highlights the importance of studying challenging experiences at the unit level of analysis.

To Get Vaccinated or Not? Psychological Safety as a Catalyst for the Alignment Between Individual Beliefs and Behavior

While many studies have investigated the consequences of psychological safety for behavior, there is little theorizing on the mechanisms that account for these effects. Since psychological safety makes individuals feel safe to express their true self, we argue that it should act as a catalyst for alignment between individual beliefs and behavior. Drawing on the reasoned action model, we postulate that psychological safety interacts with individuals’ attitudes and perceived norms in predicting intention and behavior. We tested our model with physicians’ influenza vaccination behavior. We surveyed 208 physicians from a Swiss hospital before and after the vaccination phase. Results show that the effect of attitude, but not perceived norm, on intention to get vaccinated was moderated by perceived psychological safety in the physicians’ team: High psychological safety strengthened the effect of physicians’ attitude on their intention, which in turn predicted actual vaccination behavior. We provide first evidence that high psychological safety may render individuals more comfortable to act in accordance with their attitudes. Depending on whether attitudes are in line with organizational goals, increasing psychological safety could facilitate positive or negative consequences. This more differentiated understanding of psychological safety can fruitfully inform both future research and organizational practice.

Belonging and Social Integration as Factors of Well-Being in Latin America and Latin Europe Organizations

Background

Studies and meta-analyses found individual, meso and micro-social factors that are associated with individual well-being, as well as a positive socio-emotional climate or collective well-being.

Aim

This article simultaneously studies and examines these factors of well-being.

Method

Well-Being is measured as a dependent variable at the individual and collective level, as well as the predictors, in three cross-sectional and one longitudinal studies. Education and social intervention workers (N = 1300, K = 80) from Chile, Spain and Uruguay participate; a subsample of educators (k = 1, n = 37) from the south central Chile and from Chile, Uruguay and Spain (n = 1149); workers from organizations in Latin America and Southern Europe, military cadets from Argentina (N < 1000); and teams (K = 14) from Spanish companies.

Results

Individual and collective well-being indicators were related, suggesting that the emotional climate as a context improves personal well-being. Individual factors (emotional creativity and openness and universalism values), psychosocial factors (low stress, control over work and social support supervisors and peers) were positively associated with personal well-being in education and social intervention context. Organizational dynamic or transformational culture is directly and indirectly associated with individual well-being through previously described psychosocial factors. Group processes such as internal communication and safe participation, task orientation or climate of excellence as well as leadership style that reinforces participation and belonging, were positively associated with collective well-being in labor and military context and predict team work socio-emotional climate in a longitudinal study- but were unrelated to individual well-being. Transformational leadership plays a mediating role between functional factors and social-emotional climate in work teams. Organizational role autonomy, functional organizational leadership, integration and resources were associated with collective well-being in organizations. Organizational leadership moderates the relationship between task orientation and collective well-being in military context.

Conclusion

Individual and microsocial factors influence personal well-being. Meso level factors favorable to well-being through processes which reinforce social belonging, influence directly collective well-being and indirectly personal well-being. Leadership that reinforces participation and belonging play a central role for emotional climate. Stress and emotional climate playing an important pivotal role for psychological well-being.

Guanxi HRM Practice and Employees' Occupational Well-Being in China: A Multi-Level Psychological Process

Chinese employees may experience and respond to guanxi human resource management (HRM) practice (e.g., recruiting, selecting, inducting and appraising employees based on personal relationships). Little has been done to examine the linkage between guanxi HRM practice and employees’ occupational well-being. This study investigates the psychological process of how guanxi HRM practice affects employees’ occupational well-being. The theoretical model of this study proposes that employee psychological safety mediates the relationship between guanxi HRM practice and occupational well-being, while collectivistic team culture moderates the relationship between guanxi HRM practice and psychological safety. Multi-level data from 297 employees nested within 42 teams support all hypotheses. This study reveals the cross-level effects of guanxi HRM practice and providing practical suggestions for future research on psychologically safe and healthy work environments.