Prabandhan: Indian Journal of Management

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

Exploring Failure Orientation : Its Mediating Role in Multidisciplinary Teams of the Petroleum Industry


Affiliations
1 Amity University (Amity International Business School), Noida - 201 303, Uttar Pradesh, India
2 Amity University (Amity International Business School), Noida - 201 303, Uttar Pradesh, India
3 Sri Sri University, Bhubaneswar - 751 001, Odisha, India
     

   Subscribe/Renew Journal


Several factors that affect team effectiveness are listed in the literature on teams. This paper identified a new construct, “failure orientation,” which measured the collective capacity of a team to cope, learn, and develop from team failures. Qualitative research identified some interesting features of the “failure orientation” concept and its mediating role in teams’ input-mediator-output-input (I-M-O-I) model. The context was set in the Indian upstream petroleum industry, where failures are quite normal in oil-field operations. Learnings from such failures helped teams move forward to success in finding and producing crude oil and natural gas. The research methodology of conducting in-depth interviews of senior team leads and team members in two Indian public sector petroleum exploration companies was 80% of the industry activity. The findings enabled the development of a conceptual framework of failure orientation, which is a vital determinant of team effectiveness. The paper identified three categories (factors) of failure orientation for operationalizing this new construct: failure orientation in such multidisciplinary teams, that is, escapism, blame game, and collective analysis. The paper also positioned these as mediators in the I-M-O-I model of teams. Operationalization of the new construct would help practicing managers deal with teams encountering failures, which are frequent in this economically-vital petroleum industry. Further research with factor analysis could enrich the team literature significantly.

Keywords

Failure Orientation, Escapism, Blame Game, Collective Analysis.

JEL Classification Codes : J24, J82, L14, M12, O15

Paper Submission Date : July 30, 2021 ; Paper sent back for Revision : August 14, 2022 ; Paper Acceptance Date : October 15, 2022 ; Paper Published Online : December 15, 2022

User
Subscription Login to verify subscription
Notifications
Font Size

  • Ahmad, I., Ullah, K., & Khan, A. (2022). The impact of green HRM on green creativity: Mediating role of pro-environmental behaviors and moderating role of ethical leadership style. The International Journal of Human Resource Management, 33(19), 3789–3821. https://doi.org/10.1080/09585192.2021.1931938

  • Akella, D. (2013). Creating successful teams. Organization Management Journal, 10(3), 208. https://doi.org/10.1080/15416518.2013.831707

  • Al-Nawasrah, M., & Alafi, K. K. (2021). The impact of human resource management practices on person-job fit: The mediating role of human resources agility at Jordanian airlines companies. Global Journal of Economics and Business, 11(1), 113–131. https://doi.org/10.31559/GJEB2021.11.1.9

  • Brown, L. (1993). Group work and the environment. Social Work with Groups, 16(1–2), 83–95. https://doi.org/10.1300/J009v16n01_08

  • Cannon, M. D., & Edmondson, A. C. (2005). Failing to learn and learning to fail (Intelligently): How great organizations put failure to work to innovate and improve. Long Range Planning, 38(3), 299–319. https://doi.org/10.1016/j.lrp.2005.04.005

  • Cross, T. (2011). HBR case study: A rush to failure? Harvard Business Review. https://hbr.org/2011/04/hbr-case-study-a-rush-to-failure

  • Gibson, C. B., Dunlop, P. D., & Cordery, J. L. (2019). Managing formalization to increase global team effectiveness and meaningfulness of work in multinational organizations. Journal of International Business Studies, 50, 1021–1052. https://doi.org/10.1057/s41267-019-00226-8

  • Giri, A., & Chatterjee, S. (2020). Impact of fluid team performance on strategic HRM: An empirical study in the organized retail sector of West Bengal. Prabandhan: Indian Journal of Management, 13(4), 25–42. https://doi.org/10.17010/pijom/2020/v13i4/151824

  • Guchait, P. (2016). The mediating effect of team engagement between team cognitions and team outcomes in service-management teams. Journal of Hospitality & Tourism Research, 40(2), 139–161. https://doi.org/10.1177/1096348013495698

  • Han, G., & Harms, P. D. (2010). Team identification, trust and conflict: A mediation model. International Journal of Conflict Management, 21(1), 20–43. https://doi.org/10.1108/10444061011016614

  • Hollenbeck, J. R., & Spitzmuller, M. (2012). Team structure: Tight versus loose coupling in task-oriented groups. In, S. W. J. Kozlowski (ed.), The Oxford handbook of organizational psychology (Vol. 2). Oxford Library of Psychology. https://doi.org/10.1093/oxfordhb/9780199928286.013.0023

  • Ilgen, D. R., Hollenbeck, J. R., Johnson, M., & Jundt, D. (2005). Teams in organizations: From input-process-output models to IMOI models. Annual Review of Psychology, 56, 517–543. https://doi.org/10.1146/annurev.psych.56.091103.070250

  • Kane, B., Toussaint, P., & O'Bryne, K. (2013). Informality and teamwork. In, CSCW workshop on informality in medical work. https://www.diva-portal.org/smash/get/diva2:1120263/FULLTEXT01.pdf

  • Khatri, P., Kaushik, N., & Kumari, P. (2022). Positive leadership: Qualitative leadership research using deductive pattern matching approach. Prabandhan: Indian Journal of Management, 15(4), 8–27. https://doi.org/10.17010/pijom/2022/v15i4/169247

  • Kozlowski, S. W., & Bell, B. S. (2003). Work groups and teams in organizations. In, W. C. Borman, D. R. Ilgen, & R. J. Klimoski (eds.), Handbook of psychology: Industrial and organizational psychology (Vol. 12, pp. 333–375). John Wiley & Sons Inc. https://psycnet.apa.org/record/2003-04689-014

  • Kurup, A. J., Pandey, S., & Charfare, M. (2020). Mediating effects of factors influencing career satisfaction of women academicians in higher education. Prabandhan: Indian Journal of Management, 13(4), 7–24. https://doi.org/10.17010/pijom/2020/v13i4/151823

  • McGrath, J. E., Arrow, H., & Berdahl, J. L. (2000). The study of groups: Past, present, and future. Personality and Social Psychology Review, 4(1), 95–105. https://doi.org/10.1207/S15327957PSPR0401_8

  • Mukherjee, D., Arora, N., & Kapoor, S. (2017). Team classification in upstream petroleum industry. International Journal of Research in Management, Economics and Commerce, 7(9), 22–24.

  • Nandana Prabhu, K. P., Rodrigues, L. L., & Pai, Y. (2019). Transformational leadership and workplace spirituality: A structural model of team effectiveness. Prabandhan: Indian Journal of Management, 12(4), 7–22. https://doi.org/10.17010/pijom/2019/v12i4/143344

  • Negi, A. S. (2019). The mediating and moderating role of self-efficacy in the relationship between stress and depression. Prabandhan: Indian Journal of Management, 12(9), 35–44. https://doi.org/10.17010/pijom/2019/v12i9/147128

  • Paul, J. Z. (2017). The neuroscience of trust. Harvard Business Review, 95(1), 84–90. https://hbr.org/2017/01/the-neuroscience-of-trust

  • Peñarroja, V., Orengo, V., & Zornoza, A. (2017). Reducing perceived social loafing in virtual teams: The effect of team feedback with guided reflexivity. Journal of Applied Social Psychology, 47(8), 424–435. https://doi.org/10.1111/jasp.12449

  • Prabhu, N., & Koodamara, N. K. (2022). Exploring shared leadership: Mediating roles of spirit at work and team trust. Prabandhan: Indian Journal of Management, 15(2), 24–39. https://doi.org/10.17010/pijom/2022/v15i2/168333

  • Sharma, H., & Yadav, R. (2018). The relationship between organizational justice and work engagement: Trust as a mediator. Prabandhan: Indian Journal of Management, 11(3), 50–61. https://doi.org/10.17010/pijom/2018/v11i3/122078

  • Shetty, A., & Basri, S. (2021). Mediating effect of attitude on the determinants of financial misselling of life insurance products in India. Prabandhan: Indian Journal of Management, 14(11), 41–57. https://doi.org/10.17010/pijom/2021/v14i11/166980

  • Singh, P., Upadhyay, R. K., & Srivastava, M. (2019). Mediating role of locus of control in the relationship between emotional intelligence and employee acceptance to change. Prabandhan: Indian Journal of Management, 12(9), 7–22. https://doi.org/10.17010/pijom/2019/v12i9/147126

  • Zhu, Y., & Chung, S. (2020). The impact of territorial behavior to employees' innovative performance: The mediating effect of knowledge sharing and the moderating effect of collectivism. The Korean Academic Association of Business Administration, 33(11), 1929–1958. https://doi.org/10.18032/kaaba.2020.33.11.1929


Abstract Views: 183

PDF Views: 0




  • Exploring Failure Orientation : Its Mediating Role in Multidisciplinary Teams of the Petroleum Industry

Abstract Views: 183  |  PDF Views: 0

Authors

Debasish Mukherjee
Amity University (Amity International Business School), Noida - 201 303, Uttar Pradesh, India
Nitin Arora
Amity University (Amity International Business School), Noida - 201 303, Uttar Pradesh, India
Subash Chandra Nath
Sri Sri University, Bhubaneswar - 751 001, Odisha, India

Abstract


Several factors that affect team effectiveness are listed in the literature on teams. This paper identified a new construct, “failure orientation,” which measured the collective capacity of a team to cope, learn, and develop from team failures. Qualitative research identified some interesting features of the “failure orientation” concept and its mediating role in teams’ input-mediator-output-input (I-M-O-I) model. The context was set in the Indian upstream petroleum industry, where failures are quite normal in oil-field operations. Learnings from such failures helped teams move forward to success in finding and producing crude oil and natural gas. The research methodology of conducting in-depth interviews of senior team leads and team members in two Indian public sector petroleum exploration companies was 80% of the industry activity. The findings enabled the development of a conceptual framework of failure orientation, which is a vital determinant of team effectiveness. The paper identified three categories (factors) of failure orientation for operationalizing this new construct: failure orientation in such multidisciplinary teams, that is, escapism, blame game, and collective analysis. The paper also positioned these as mediators in the I-M-O-I model of teams. Operationalization of the new construct would help practicing managers deal with teams encountering failures, which are frequent in this economically-vital petroleum industry. Further research with factor analysis could enrich the team literature significantly.

Keywords


Failure Orientation, Escapism, Blame Game, Collective Analysis.

JEL Classification Codes : J24, J82, L14, M12, O15

Paper Submission Date : July 30, 2021 ; Paper sent back for Revision : August 14, 2022 ; Paper Acceptance Date : October 15, 2022 ; Paper Published Online : December 15, 2022


References





DOI: https://doi.org/10.17010/pijom%2F2022%2Fv15i12%2F172599