Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Determinants of Team Performance: Mediating Role of Team Reflective Learning & Team Trust


Affiliations
1 Associate Professor (OB & HR Area), National Institute of Industrial Engineering (NITIE), Mumbai 400087, India
2 Professor (OB & HR Area), SIES College of Management Studies, Navi Mumbai, India
     

   Subscribe/Renew Journal


The purpose of the study is to understand the effect of team efficacy, team composition, team trust and team reflective learning on team performance of an informal sports team organi sed duri ng Indian festival Janamashtami. We contacted teams which performed the sport during the Janamashtami festival. The team members are termed as Govinda’s. The team was contacted during practice session to get data at the right frame of mind. The study collected sample from 50 Govinda teams, havi ng 434 t eam members. Resul t s showed significant relationship of team efficacy and team composition with team performance. The mediating effect of team trust and team reflective learning was also significant.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Bandura, A. & Wessels, S. (1997), Self-efficacy. The Exercise of Control, W.H. Freeman and Company, New York.

  • Baron, R. M. & Kenny, D. A. (1986), “The Moderator– mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic and Statistical Considerations”, Journal of Personality and Social Psychology, 51(6): 1173.

  • Cheung, S. Y., Gong, Y., Wang, M., Zhou, L. & Shi, J. (2016), “When and How Does Functional Diversity Influence Team Innovation? The Mediating Role of Knowledge Sharing and the Moderation Role of Affectbased Trust in a Team”, Human Relations, 69(7): 1507-31.

  • D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016), “A Meta-analysis of Different Forms of Shared Leadership–team Performance Relations, Journal of Management, 42(7): 1964-91.

  • De Jong, B. A., Dirks, K. T. & Gillespie, N. (2016), “Trust and Team Performance: A Metaanalysis of Main Effects, Moderators, and Covariates”, Journal of Applied Psychology, 101(8): 1134.

  • Dixon, N. M. (2017), The Organizational Learning Cycle: How We Can Learn Collectively. 2nd Edition, Routledge, London

  • Dollard, M. F. & Bakker, A. B. (2010), “Psychosocial Safety Climate as a Precursor to Conducive Work Environments, Psychological Health Problems, and Employee Engagement”, Journal of Occupational and Organizational Psychology, 83(3): 579-99.

  • Edmondson, A. (1999), “Psychological Safety and Learning Behavior in Work Teams”, Administrative Science Quarterly, 44(2): 350-83.

  • Erdem, F. & Ozen, J. (2003), “Cognitive and Affective Dimensions of Trust in Developing Team Performance”, Team Performance Management: An International Journal, 9(5/6): 131-35.

  • Fernández-Muñiz, B., Montes-Peón, J. M. & Vázquez-Ordás, C. J. (2017), “The Role of Safety Leadership and Working Conditions in Safety Performance in Process Industries”, Journal of Loss Prevention in the Process Industries, 50 : 403-15.

  • Geng, Z., Li, C., Yang, X. & Zheng, H. (2016), “External Developmental Feedback, Internal Structure and Team Creativity: A Social Cognitive View”, in Academy of Manageme nt P roceedi ng s, 2 01 6 (1):1 36 02 , Briarcliff Manor, NY 10510

  • Gibson, C. & Vermeulen, F. (2003), “A Healthy Divide: Subgroups as a Stimulus for Team Learning Behavior”, Administrative Science Quarterly, 48(2): 202-39.

  • Goddard, R. D., Hoy, W. K. & Hoy, A. W. (2004), “Collective Efficacy Beliefs: Theoretical Developments, Empirical Evidence, and Fu tu re Di recti ons”, Ed uc at ion al R esearcher, 33(3): 3-13.

  • Gould, N. & Taylor, I. (2017), Reflective Learning for Social Work: Research, Theory and Practice, Routledge, London

  • Hackman J. R. (1987), “The Design of Work Teams”, in J. Lorsch (Ed.), Handbook of Organizational Behavior : NewYork; Prentice Hall

  • Hair, J. F., Anderson, R. E., Tatham, R. L. & Black, W. C. (1998), Multivariate Data Analysis, (5th Ed), Upper Saddle River, NJ Prentice Hall

  • Harms, R. (2015), “Self-regulated Learning, Team Learning and Project Performance in Entrepreneurship Education: Learning in a Lean Startup Environment”, Technological Forecasting and Social Change, 100: 2128.

  • Healey, M. P., Vuori, T. & Hodgkinson, G. P. (2015), “When Teams Agree While Disagreeing: Reflexion and Reflection in Shared Cognition”, Academy of Management Review, 40(3): 399-422.

  • Heinemann, G.D., Zeiss A.M. (2002), “A Model of Team Performancei”, Heinemann G.D., Zeiss A.M. (eds), Team Performance in Health Care. Issues in the Practice of Psychology.

  • Springer, Boston, MA. https:// doi.org/10.1007/978-1-4615-0581Helmreich, R. L., & Schaefer, H. G. (2018). Team performance in the operating room. In Human Error in Medicine CRC Press.

  • Johnson-George, C. & Swap, W. C. (1982), “Measurement of Specific Interpersonal Trust: Construction and Validation of a Scale to Assess Trust in a Specific Other”, Journal of Personality and Social Psychology, 43(6): 1306.

  • Katzenbach, J. R. & Smith, D. K. (2008), The Discipline of Teams, Harvard Business Press.

  • Kirkman, B. L., Jones, R. G. & Shapiro, D. L. (2000), “Why Do Employees Resist Teams? Examining the ‘Resistance Barrier’ to Work Team Effectiveness”, International Journal of Conflict Management, 11(1): 7492.

  • Klein, K. J. & Kozlowski, S. W. (2000), Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions. Jossey-Bass.

  • Konradt, U., Schippers, M. C., Garbers, Y. & Steenfatt, C. (2015), “Effects of Guided Reflexivity and Team Feedback on Team Performance Improvement: The Role of Team Regulatory Processes and Cognitive Emergent States”, European Journal of Work and Organizational Psychology, 24(5): 777-95.

  • Kramer, R. M. (1999), “Trust and Distrust in Organizations: Emerging Perspectives, Enduring Questions”, Annual Review of Psychology, 50(1): 569-98.

  • Kuehn, J. (2017), “Accounting for Complementary Skill Sets: Evaluating Individual Marginal Value to a Team in the National Basketball Association”, Economic Inquiry, 55(3): 1556-78.

  • Kukenberger, M. R., Mathieu, J. E., & Ruddy, T. (2015), “A Cross-level Test of Empowerment and Process Influences on Members’ Informal Learning and Team Commitment”, Journal of Management, 41(3): 987-1016.

  • Larzelere, R. E. & Huston, T. L. (1980), “The Dyadic Trust Scale: Toward Understanding Interpersonal Trust in Close Relationships”, Journal of Marriage and the Family, 42(3):595-604.

  • Loeb, C., Stempel, C. & Isaksson, K. (2016), “Social and Emotional Self efficacy at Work”, Scandinavian Journal of Psychology, 57(2): 152-61.

  • Luciano, M. M., Bartels, A. L., D’Innocenzo, L., Maynard, M. T. & Mathieu, J. E. (2018), “Shared Team Experiences and Team Effectiveness: Unpacking the Contingent Effects of Entrained Rhythms and Task Characteristics”, Academy of Management Journal, 61(4): 1403-30.

  • Matsuo, M. (2016), “Reflective Leadership and Team Learning: an Exploratory Study”, Journal of Workplace Learning, 28(5): 30721.

  • Maureira, F., Benchekroun, T. H. & Falzon, P. (2018), “Worker’s Management and Skills Development in a Temporary Team”, in Congress of the International Ergonomics Association, Springer, Cham.

  • Nguyen, D. T., Teo, S. T., Grover, S. L. & Nguyen, N. P. (2017), “Psychological Safety Climate and Workplace Bullying in Vietnam’s Public Sector”, Public Management Review, 19(10): 1415-36.

  • Peñarroja, V., Orengo, V., Zornoza, A., Sánchez,J. & Ripoll, P. (2015), “How Team Feedback and Team Trust Influence Information Processing and Learning in Virtual Teams: A Moderated Mediation Model”, Computers in Human Behavior, 48: 9-16.

  • Peralta, C. F., Lourenço, P. R., Lopes, P. N., Baptista, C., & Pais, L. (2018), “:Team Development: Definition, Measurement and Relationships with Team Effectiveness”, Human Performance, 31(2): 97-124.

  • Roussin, C. J., MacLean, T. L. & Rudolph, J. W. (2016), “The Safety in Unsafe Teams: A Multilevel Approach to Team Psychological Safety”, Journal of Management, 42(6): 1409-33.

  • Salas, E., Prince, C., Baker, D. P. & Shrestha, L. (2017), “Situation Awareness in Team Performance: Implications for Measurement and Training”, in Situational Awareness, Routledge. London

  • Sanner, B. & Bunderson, J. S. (2015), “When Feeling Safe Isn’t Enough: Contextualizing Models of Safety and Learning in Teams”, Organizational Psychology Review, 5(3): 224-43.

  • Savelsbergh, C. M., van der Heijden, B. I. & Poell, R. F. (2009), “The Development and Empirical Validation of a Multidimensional Measurement Instrument for Team Learning Behaviors”, Small Group Research, 40(5): 578-607.

  • Savolainen, T. & Ikonen, M. (2016), “Process Dynamics of Trust Development: Exploring and Illustrating Emergence in the Team Context”,. in S. Jagd and L. Fuglsang (eds.) Trust, Organizations and Social Interaction: Studying Trust as Process within and between Organizations. Edward Elgar Publishing.

  • Schaubroeck, J. M. & Yu, A. (2017), “When Does Virtuality Help or Hinder Teams? Core Team Characteristi cs as Contingency Factors”, Human Resource Management Review, 27(4): 635-47.

  • Schippers, M.C., DenHartog, D.N.,& Koopman, P. L. (2007), “Reflexivity in Teams: A Measure and Correlates”, Applied Psychology, 56(2): 189-211.

  • Schürmann, E. & Beausaert, S. (2016), “What Are Drivers for Informal Learning”? European Journal of Training and Development, 40(3): 130-54.

  • Silva, C., Hurtado, G., Hartley, C., Rangel, J. N., Hovey, J. D., Pettit, J. W., Chorot, P., Valiente, R. M., Sandín, B. & Joiner, T. E. (2018), “Spanish Translation and Validation of the Interpersonal Needs Questionnaire”, Psychological Assessment, 30(10): e21.

  • Smith-Jentsch, K. A., Johnston, J. H. & Payne, S. C. (1998), “Measuring Team-related Expertise in Complex Environments”., in J. A. Cannon-Bowers & E. Salas (Eds.), Making Decisions Under Stress: Implications for Individual and Team Training, American Psychological Association https://doi.org/10.1037/10278-003

  • Valentine, M. (2017), “When Equity Seems Unfair: The Role of Justice Enforceability in Temporary Team Coordination”, Academy of Management Journal, 61(6): 2081-2105

  • Van den Bossche, P., Gijselaers, W. H., Segers, M. & Kirschner, P. A. (2006), “Social and Cognitive Factors Driving Teamwork in Collaborative Learning Environments: Team Learning Beliefs and Behaviors”, Small Group Research, 37(5): 490-521.

  • Van Der Vegt, G. S. & Bunderson, J. S. (2005), “Learning and Performance in Multidisciplinary Teams: The Importance of Collective Team Identification”, Academy of Management Journal, 48(3): 532-47.

  • Walumbwa, F. O., Hartnell, C. A. & Misati, E. (2017), “Does Ethical Leadership Enhance Group Learning Behavior? Examining the Mediating Influence of Group Ethical Conduct, Justice Climate, and Peer Justice”, Journal of Business Research, 72(3) : 14-23.

  • West, M. A. (2000), “Reflexivity, Revolution and Innovation in Work Teams”, in M. M. Beyerlein, D. A. Johnon & S. T. Beyerlein (Eds.), Product Development Teams, Vol. 5.

  • Yong, J., & Park, G. (2017), “The Implications of Team Efficacy and Team Structure on Team Creativity”, in Academy of Management Proceedings, 2017 (1): 16190. Briarcliff Manor, NY 10510.


Abstract Views: 94

PDF Views: 0




  • Determinants of Team Performance: Mediating Role of Team Reflective Learning & Team Trust

Abstract Views: 94  |  PDF Views: 0

Authors

Sumi Jha
Associate Professor (OB & HR Area), National Institute of Industrial Engineering (NITIE), Mumbai 400087, India
Nitin Vazirani
Professor (OB & HR Area), SIES College of Management Studies, Navi Mumbai, India

Abstract


The purpose of the study is to understand the effect of team efficacy, team composition, team trust and team reflective learning on team performance of an informal sports team organi sed duri ng Indian festival Janamashtami. We contacted teams which performed the sport during the Janamashtami festival. The team members are termed as Govinda’s. The team was contacted during practice session to get data at the right frame of mind. The study collected sample from 50 Govinda teams, havi ng 434 t eam members. Resul t s showed significant relationship of team efficacy and team composition with team performance. The mediating effect of team trust and team reflective learning was also significant.

References