Emerald | Team Performance Management | Table of Contents http://www.emeraldinsight.com/1352-7592.htm Table of contents from the most recently published issue of Team Performance Management Journal en-gb Thu, 01 Jan 1970 01:00:00 +0100 2014 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Team Performance Management | Table of Contents http://www.emeraldinsight.com/common_assets/img/covers_journal/tpmcover.gif http://www.emeraldinsight.com/1352-7592.htm 120 157 Team Performance Management: Twenty years old and growing fast! http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=5&articleid=17114674&show=abstract <strong>Abstract</strong><br /><br />Not available. Article literatinetwork@emeraldinsight.com (Petru Lucian Curseu) Thu, 03 Jul 2014 00:00:00 +0100 Counterproductive Behaviors: Group Phenomena with Team-Level Consequences http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=5&articleid=17114639&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - Building on the work of Aubé et al. (2009, 2011) who developed a four-dimension model of counterproductive behaviors in team settings, the goal of this study is to examine the team-level consequences of these behaviors. More specifically, we investigate the mediating role of collaboration, a key component of teamwork, in the counterproductive behaviors-team performance relationships.<B>Design/methodology/approach</B> - Using a multisource approach and a team-level design, data were gathered from 101 work teams (381 members and 101 immediate supervisors). The study was conducted within a Canadian public safety organization. <B>Findings</B> - Results show that the four dimensions of counterproductive behaviors are negatively related to team performance. Moreover, results indicate that each of these relationships is completely mediated by a decrease of collaboration among members. Taken together, the results of this study show that the presence of counterproductive behaviors within teams constitutes a collective phenomenon which affects not only team members, but also the functioning and effectiveness of the team as a whole.<B>Originality/value</B> - This study differs from previous studies mainly by adopting a multidimensional conception of counterproductive behaviors and focusing on consequences of these behaviors on the team as a system. In practical terms, the results suggest that the presence of counterproductive behaviors may require team-level interventions (e.g., team building) in addition to individual interventions with individuals involved. Article literatinetwork@emeraldinsight.com (Caroline Aubé, Vincent Rousseau) Thu, 03 Jul 2014 00:00:00 +0100 The interactive influences of conflict, task interdependence, and cooperation on perceptions of virtualness in co-located teams. http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=5&articleid=17114625&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - This paper aims to explore the interactive influence of conflict, task interdependence, and cooperation on individual perceptions of team virtualness levels. The study attempts to provide additional insight regarding how or why virtual structures might develop in teams with co-located members.<B>Design/methodology/approach</B> - Data were collected from 355 upper-level business students assigned to the same team in four integrated business courses. Moderated hierarchical regression was used to examine the moderating role of cooperation with conflict and task interdependence in predicting virtualness.<B>Findings</B> - Cooperation positively moderates the relationships between relationship conflict and perceived virtualness, and task interdependence and perceived virtualness. In addition, conditional support exists for a cooperation and process conflict interaction in predicting virtualness.<B>Originality/value</B> - Many teams are mandated to be virtual either by management direction, task and resource requirements, or by necessity due to being geographically dispersed. However, additional factors may influence the level of virtualness in teams with co-located members. This study provides preliminary evidence that an individual's experiences in teams influences the individual's views regarding the virtual structure of his or her team. Article literatinetwork@emeraldinsight.com (Eric Stark, Paul Bierly, Steven R. Harper) Thu, 03 Jul 2014 00:00:00 +0100 Team learning and service improvements in healthcare http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=5&articleid=17114687&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - This proposes a typology of team learning processes, based on a study of teams of healthcare therapists across England who were engaged in improving their services. <B>Design/methodology/approach</B> - Information was gathered from 35 teams of healthcare therapists, through analysis of reports produced by the teams, and by interviews with team leaders. The actions taken to achieve service improvements were analysed through a lens of team learning. <B>Findings</B> - Team learning is an appropriate frame of reference for analysing actions designed to bring about change and improvement. Seven distinct team learning activities are defined. <B>Research limitations/implications</B> - Implications: it is useful to apply a theoretical framework of organisational learning to service improvements undertaken by work teams. The study indicates learning processes that were important elements in these changes. Limitations: Information was gathered mainly from the leaders of each team; other team members may have contributed different perceptions. <B>Practical implications</B> - Leaders of organisations and of teams should adopt team learning as a useful perspective for improving services, and should consider how to encourage and support team learning.<B>Originality/value</B> - This is one of a small number of empirical studies of team learning processes in work organisations. Article literatinetwork@emeraldinsight.com (George Boak) Thu, 03 Jul 2014 00:00:00 +0100 Transactive memory systems and team innovation: A curvilinear approach http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=5&articleid=17114699&show=abstract <strong>Abstract</strong><br /><br /><B>Purpose</B> - While increasingly argued to enhance team innovation, transactive memory systems (TMS) also have negative effects on team processes and outcomes. Integrating diverging conceptual and research findings in TMS research, we hypothesized a curvilinear relation between TMS and team innovation.<B>Design/methodology/approach</B> - We tested the hypothesis through hierarchical linear regression analyses by data obtained from 124 technical research teams.<B>Findings</B> - Logistic regressions support the hypothesis, showing an inverse U-shaped relationship between TMS and team innovation, measured by patents received.<B>Research limitations/implications</B> - The average within team response rate was relatively low and the findings are driven by a limited number of teams with patents. <B>Practical implications</B> - The findings suggest that research teams with moderate levels of TMS are the most effective in terms of patents received. <B>Originality/value</B> - To the best of our knowledge, this is the first empirical study to link TMS to team innovation and to test the potential counterproductive effects of TMS to team innovation. Article literatinetwork@emeraldinsight.com (Vesa Peltokorpi, Mervi Hasu) Thu, 03 Jul 2014 00:00:00 +0100