Understanding Team Motivation

JOM_v38_72ppiRGB_powerpointGuihyun Park of Singapore Management University, Matthias Spitzmuller of the National University of Singapore, and Richard P. DeShon of Michigan State University published “Advancing Our Understanding of Team Motivation: Integrating Conceptual Approaches and Content Areas” in the OnlineFirst section of the Journal of Management. The abstract:

Although research on team motivation has been one of the fastest growing research domains in organizational science, progress in this domain has been hampered by a lack of integrative reviews. Thus, we develop a theoretical framework in this article to summarize and discuss different conceptual approaches to team motivation for the following six content areas: team design, team needs, team goals, team self-regulation, team efficacy, and team affect. Our framework organizes previous research according to two dimensions. First, we assess the degree of interdependence between team members’ motivational states, differentiating between models that conceptualize team motivation as functionally equivalent to individual level motivation and models that conceptualize team motivation as a truly collective phenomenon. Second, we assess the extent to which research conceptualizes team motivation as a dynamic phenomenon that evolves over time, with static models of team motivation and dynamic models of team motivation demarcating the opposite ends of this continuum. With this framework, we show that previous research on team motivation has overemphasized conceptual similarities between motivation constructs at the individual and team levels of analysis. We address this shortcoming by developing a theory of interdependent regulatory dynamics. This theory emphasizes the interdependent and dynamic nature of team motivation. It depicts the processes in which team members decide how to allocate their efforts and resources between individual goals and team goals, and it identifies the multiple pathways through which teams coordinate and regulate their collective efforts over time.

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2011 Journal of Management Scholarly Award Winners!

Management INK would like to congratulate the following 2011 Scholarly Impact Award winners for the Journal of Management:

Robert E. Ployhart, University of South Carolina, published “Staffing in the 21st Century: New Challenges and Strategic Opportunities” in the December 2006 issue.

The abstract:

Modern organizations struggle with staffing challenges stemming from increased knowledge work, labor shortages, competition for applicants, and workforce diversity. Yet, despite such critical needs for effective staffing practice, staffing research continues to be neglected or misunderstood by many organizational decision makers. Solving these challenges requires staffing scholars to expand their focus from individual-level recruitment and selection research to multilevel research demonstrating the business unit/organizational− level impact of staffing. Toward this end, this review provides a selective and critical analysis of staffing best practices covering literature from roughly 2000 to the present. Several research-practice gaps are also identified. 

 Linda K. Treviño, Pennsylvania State University, Gary R. Weaver, University of Delaware, and Scott J. Reynolds, University of Washington, published “Behavioral Ethics in Organizations: A Review” in the December 2006 issue.

The abstract:

The importance of ethical behavior to an organization has never been more apparent, and in recent years researchers have generated a great deal of knowledge about the management of individual ethical behavior in organizations. We review this literature and attempt to provide a coherent portrait of the current state of the field. We discuss individual, group, and organizational influences and consider gaps in current knowledge and obstacles that limit our understanding. We conclude by offering directions for future research on behavioral ethics in organizations.

Michael H. Lubatkin, Zeki Simsek, both of  University of Connecticut, Yan Ling, George Mason University, and John F. Veiga, University of Connecticut, published “Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration” in the October 2006 issue.

The abstract:

While a firm’s ability to jointly pursue both an exploitative and exploratory orientation has been posited as having positive performance effects, little is currently known about the antecedents and consequences of such ambidexterity in small- to medium-sized firms (SMEs). To that end, this study focuses on the pivotal role of top management team (TMT) behavioral integration in facilitating the processing of disparate demands essential to attaining ambidexterity in SMEs. Then, to address the bottom-line importance of an ambidextrous orientation, the study hypothesizes its association with relative firm performance. Multisource survey data, including CEOs and TMT members from 139 SMEs, provide support for both hypotheses.

 Greg L. Stewart, University of Iowa, published “A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance” in the February 2006 issue.

The abstract:

This article presents a quantitative review of 93 studies examining relationships between team design features and team performance. Aggregated measures of individual ability and disposition correlate positively with team performance. Team member heterogeneity and performance correlate near zero, but the effect varies somewhat by type of team. Project and management teams have slightly higher performance when they include more members. Team-level task meaningfulness exhibits a modest but inconsistent relationship with performance. Increased autonomy and intrateam coordination correspond with higher performance, but the effect varies depending on task type. Leadership, particularly transformational and empowering leadership, improves team performance.

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