Team Performance ManagementTable of Contents for Team Performance Management. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/1352-7592/vol/29/iss/7/8?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTeam Performance ManagementEmerald Publishing LimitedTeam Performance ManagementTeam Performance Managementhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/cc32fdbaad23866c91078445595096d6/urn:emeraldgroup.com:asset:id:binary:tpm.cover.jpghttps://www.emerald.com/insight/publication/issn/1352-7592/vol/29/iss/7/8?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDigital team coaching for workplace communication: longitudinal evaluation of recipients’ perceptionshttps://www.emerald.com/insight/content/doi/10.1108/TPM-11-2022-0077/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social network visualization. The study examined recipients’ perceptions of the intervention at two time points and assessed the temporal stability of various factors, including the intervention’s integrity, design, transferability, acceptance and the usability of the adopted visualization tool. The moderating role of digital usability was also evaluated. Four team coaching sessions were delivered to 62 participants from seven teams across three departments within a large public health-care organization in Northern Italy. Perceptions of the intervention dimensions were collected after the second and fourth sessions. Results indicated that, at both time points, recipients appreciated the intervention’s integrity and usability more than its design, transferability and acceptance. Furthermore, no significant changes in recipients’ perceptions were observed over time. The transferability of the intervention was significantly associated with its acceptance, but only when the usability of the digital tool was high. The study enriches existing literature on digital interventions in group communication by focusing on process dimensions like recipients’ perceptions of various aspects and the implementation process. Furthermore, the study underscores the potential of integrating specific techniques such as sociomapping and coaching within health-care organizations, encouraging more research and development in these areas. The study emphasizes the critical role of usability and integrity in digital-based team coaching interventions, suggesting that high-quality, user-friendly tools not only lead to initial effectiveness but also sustain positive impacts over time, while also increasing transferability and acceptance. The present study uniquely deploys a longitudinal approach to examine recipients’ perceptions of a digital-based intervention that combines social network visualization and team coaching to enhance team communication.Digital team coaching for workplace communication: longitudinal evaluation of recipients’ perceptions
Davide Giusino, Marco De Angelis, Rudolf Kubík, Carolyn Axtell, Luca Pietrantoni
Team Performance Management, Vol. 29, No. 7/8, pp.257-277

The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social network visualization. The study examined recipients’ perceptions of the intervention at two time points and assessed the temporal stability of various factors, including the intervention’s integrity, design, transferability, acceptance and the usability of the adopted visualization tool. The moderating role of digital usability was also evaluated.

Four team coaching sessions were delivered to 62 participants from seven teams across three departments within a large public health-care organization in Northern Italy. Perceptions of the intervention dimensions were collected after the second and fourth sessions.

Results indicated that, at both time points, recipients appreciated the intervention’s integrity and usability more than its design, transferability and acceptance. Furthermore, no significant changes in recipients’ perceptions were observed over time. The transferability of the intervention was significantly associated with its acceptance, but only when the usability of the digital tool was high.

The study enriches existing literature on digital interventions in group communication by focusing on process dimensions like recipients’ perceptions of various aspects and the implementation process. Furthermore, the study underscores the potential of integrating specific techniques such as sociomapping and coaching within health-care organizations, encouraging more research and development in these areas.

The study emphasizes the critical role of usability and integrity in digital-based team coaching interventions, suggesting that high-quality, user-friendly tools not only lead to initial effectiveness but also sustain positive impacts over time, while also increasing transferability and acceptance.

The present study uniquely deploys a longitudinal approach to examine recipients’ perceptions of a digital-based intervention that combines social network visualization and team coaching to enhance team communication.

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Digital team coaching for workplace communication: longitudinal evaluation of recipients’ perceptions10.1108/TPM-11-2022-0077Team Performance Management2023-09-26© 2023 Davide Giusino, Marco De Angelis, Rudolf Kubík, Carolyn Axtell and Luca Pietrantoni.Davide GiusinoMarco De AngelisRudolf KubíkCarolyn AxtellLuca PietrantoniTeam Performance Management297/82023-09-2610.1108/TPM-11-2022-0077https://www.emerald.com/insight/content/doi/10.1108/TPM-11-2022-0077/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Davide Giusino, Marco De Angelis, Rudolf Kubík, Carolyn Axtell and Luca Pietrantoni.http://creativecommons.org/licences/by/4.0/legalcode
My colleague is an AI! Trust differences between AI and human teammateshttps://www.emerald.com/insight/content/doi/10.1108/TPM-07-2023-0053/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study was to investigate trust within human-AI teams. Trust is an essential mechanism for team success and effective human-AI collaboration. In an online experiment, the authors investigated whether trust perceptions and behaviours are different when introducing a new AI teammate than when introducing a new human teammate. A between-subjects design was used. A total of 127 subjects were presented with a hypothetical team scenario and randomly assigned to one of two conditions: new AI or new human teammate. As expected, perceived trustworthiness of the new team member and affective interpersonal trust were lower for an AI teammate than for a human teammate. No differences were found in cognitive interpersonal trust and trust behaviours. The findings suggest that humans can rationally trust an AI teammate when its competence and reliability are presumed, but the emotional aspect seems to be more difficult to develop. This study contributes to human–AI teamwork research by connecting trust research in human-only teams with trust insights in human–AI collaborations through an integration of the existing literature on teamwork and on trust in intelligent technologies with the first empirical findings on trust towards AI teammates.My colleague is an AI! Trust differences between AI and human teammates
Eleni Georganta, Anna-Sophie Ulfert
Team Performance Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study was to investigate trust within human-AI teams. Trust is an essential mechanism for team success and effective human-AI collaboration.

In an online experiment, the authors investigated whether trust perceptions and behaviours are different when introducing a new AI teammate than when introducing a new human teammate. A between-subjects design was used. A total of 127 subjects were presented with a hypothetical team scenario and randomly assigned to one of two conditions: new AI or new human teammate.

As expected, perceived trustworthiness of the new team member and affective interpersonal trust were lower for an AI teammate than for a human teammate. No differences were found in cognitive interpersonal trust and trust behaviours. The findings suggest that humans can rationally trust an AI teammate when its competence and reliability are presumed, but the emotional aspect seems to be more difficult to develop.

This study contributes to human–AI teamwork research by connecting trust research in human-only teams with trust insights in human–AI collaborations through an integration of the existing literature on teamwork and on trust in intelligent technologies with the first empirical findings on trust towards AI teammates.

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My colleague is an AI! Trust differences between AI and human teammates10.1108/TPM-07-2023-0053Team Performance Management2024-03-12© 2024 Eleni Georganta and Anna-Sophie Ulfert.Eleni GeorgantaAnna-Sophie UlfertTeam Performance Managementahead-of-printahead-of-print2024-03-1210.1108/TPM-07-2023-0053https://www.emerald.com/insight/content/doi/10.1108/TPM-07-2023-0053/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Eleni Georganta and Anna-Sophie Ulfert.http://creativecommons.org/licences/by/4.0/legalcode
Personality and humor in groups: implications for collective emotional intelligence, psychological safety and satisfactionhttps://www.emerald.com/insight/content/doi/10.1108/TPM-07-2023-0054/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore the role of team personality and leader’s humor style on the use of humor in group communication and the extent to which group humor mediates the association between team personality on the one hand, psychological safety, collective emotional intelligence and group satisfaction on the other hand. The authors used a survey to collect data from 304 employees nested in 83 groups working in organizations from various sectors in Romania. The study results show that extraversion is positively associated with group affiliative humor, while neuroticism has a positive association with group aggressive humor. The leader’s affiliative humor style had a significant positive effect on group affiliative humor, while the effect of leader’s aggressive humor style on the use of aggressive humor in groups was not significant. Furthermore, the authors examined the mediation role of group humor in the relationship between team personality and team emergent states and satisfaction. The authors found that group aggressive humor mediates the association between neuroticism and group emotional intelligence, psychological safety and satisfaction, while affiliative humor mediates the association between extraversion and emotional intelligence and team satisfaction. The study reports one of the first attempts to explore the multilevel interplay of team personality and humor in groups as they relate to emergent states.Personality and humor in groups: implications for collective emotional intelligence, psychological safety and satisfaction
Andreea Gheorghe, Petru Lucian Curșeu, Oana C. Fodor
Team Performance Management, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to explore the role of team personality and leader’s humor style on the use of humor in group communication and the extent to which group humor mediates the association between team personality on the one hand, psychological safety, collective emotional intelligence and group satisfaction on the other hand.

The authors used a survey to collect data from 304 employees nested in 83 groups working in organizations from various sectors in Romania.

The study results show that extraversion is positively associated with group affiliative humor, while neuroticism has a positive association with group aggressive humor. The leader’s affiliative humor style had a significant positive effect on group affiliative humor, while the effect of leader’s aggressive humor style on the use of aggressive humor in groups was not significant. Furthermore, the authors examined the mediation role of group humor in the relationship between team personality and team emergent states and satisfaction. The authors found that group aggressive humor mediates the association between neuroticism and group emotional intelligence, psychological safety and satisfaction, while affiliative humor mediates the association between extraversion and emotional intelligence and team satisfaction.

The study reports one of the first attempts to explore the multilevel interplay of team personality and humor in groups as they relate to emergent states.

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Personality and humor in groups: implications for collective emotional intelligence, psychological safety and satisfaction10.1108/TPM-07-2023-0054Team Performance Management2024-01-11© 2023 Emerald Publishing LimitedAndreea GheorghePetru Lucian CurșeuOana C. FodorTeam Performance Managementahead-of-printahead-of-print2024-01-1110.1108/TPM-07-2023-0054https://www.emerald.com/insight/content/doi/10.1108/TPM-07-2023-0054/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited