Managing unit human capital resources: Integrating insights from human resource management and unit leadership literatures.

Unit human capital resources (HCR) are vital to performance across organizational levels. Crucially, the benefits of unit HCR often hinge on resource access and effective resource management. Yet, how units manage HCR remains unclear.

Indexing dynamic collective constructs using computer-aided text analysis: Construct validity evidence and illustrations featuring team processes.

Organizational processes have been widely recognized as both multilevel and dynamic, yet traditional methods of measurements limit our ability to model and understand such phenomena. Featuring a popular model of team processes advanced by Marks et al. (2001), we illustrate a method to use individuals' communications as construct valid unobtrusive measures of collective constructs occurring over time.

Team leader coaching intervention: An investigation of the impact on team processes and performance within a surgical context.

We examined the impact of a team leader coaching intervention on episodic team processes (transition, action, interpersonal) and subsequent team performance outcomes within a surgical context. Specifically, we tested whether coaching team leaders (i.e.

Informal field-based learning and work design.

U.S. organizations continue to invest most of their learning budgets in formal training and development programs despite estimates that the majority of learning in the workplace happens informally.

Team and individual influences on members' identification and performance per membership in multiple team membership arrangements.

Modern-day organizations often utilize team-based designs, and employees increasingly work simultaneously on multiple teams. These working arrangements have been referred to as multiple team memberships, and despite their prevalence, they have been the subject of relatively little research. Applying social identity theory as a theoretical lens, we advance a multilevel conceptual model that suggests both individual and team characteristics predict individuals' performance and satisfaction per membership, as mediated by their team identification per membership.

Sprinting to the finish: Toward a theory of Human Capital Resource Complementarity.

In traditional work contexts, factors such as individuals' general competencies are used to predict indices of their performance such as yearly performance appraisals. Whereas traditional approaches to predicting individuals' performance focus on differences between individuals, a considerable proportion of variability in performance is attributable to within-person sources. However, we submit that within-person variability in performance may also be attributable to the fact that people work in different contexts.

The evolution of work team research since Hawthorne.

Since the Hawthorne studies of the 1920s and 1930s, there has been tremendous progress in the science and the practice of work group effectiveness. We chronicle the evolution of 3 schools of thought concerning work groups that spawned about the time of those studies. We highlight the different emphases of each perspective and how they eventually merged into an integrated view of teamwork.

A cross-level investigation of informal field-based learning and performance improvements.

Organizations often operate in complex and dynamic environments which place a premium on employees' ongoing learning and acquisition of new competencies. Additionally, the majority of learning in organizations does not take place in formal training settings, but we know relatively little about how informal field-based learning (IFBL) behaviors relate to changes in job performance. In this study, we first clarified the construct of IFBL as a subset of informal learning.

A century of work teams in the Journal of Applied Psychology.

Work groups are a vital link between individuals and organizations. Systematic psychological research on the nature and effects of work groups dates back at least to the Hawthorne studies of the 1920s and 1930s. Yet little to none of this work appeared in the Journal of Applied Psychology until the 1950s when groups were treated primarily as foils against which to compare the performance of individuals.

Modeling reciprocal team cohesion-performance relationships, as impacted by shared leadership and members' competence.

Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time.

Modeling time-lagged reciprocal psychological empowerment-performance relationships.

Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research.

Leading multiple teams: average and relative external leadership influences on team empowerment and effectiveness.

External leaders continue to be an important source of influence even when teams are empowered, but it is not always clear how they do so. Extending research on structurally empowered teams, we recognize that teams' external leaders are often responsible for multiple teams. We adopt a multilevel approach to model external leader influences at both the team level and the external leader level of analysis.

Understanding and estimating the power to detect cross-level interaction effects in multilevel modeling.

Cross-level interaction effects lie at the heart of multilevel contingency and interactionism theories. Researchers have often lamented the difficulty of finding hypothesized cross-level interactions, and to date there has been no means by which the statistical power of such tests can be evaluated. We develop such a method and report results of a large-scale simulation study, verify its accuracy, and provide evidence regarding the relative importance of factors that affect the power to detect cross-level interactions.

Managing a new collaborative entity in business organizations: understanding organizational communities of practice effectiveness.

Companies worldwide are turning to organizational communities of practice (OCoPs) as vehicles to generate learning and enhance organizational performance. OCoPs are defined as groups of employees who share a concern, a set of problems, or a passion about a topic and who strengthen their knowledge and expertise by interacting on a consistent basis. To date, OCoP research has drawn almost exclusively from the community of practice (CoP) literature, even though the organizational form of CoPs shares attributes of traditional CoPs and of organizational teams.

Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.

This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for both teamwork (i.e.

Empowerment and team effectiveness: an empirical test of an integrated model.

The authors developed a model of team empowerment as an emergent state linking inputs (I) with processes (P) and, thereby, with outcomes (O) in the context of an expanded team IPO framework. Using survey responses from 452 members of 121 empowered service technician teams, along with archival quantitative performance and customer satisfaction criteria, the authors tested the model using structural equation modeling techniques. The model was generally supported, although areas for improvement were evident.

Teamwork in multiteam systems.

The authors examined how networks of teams integrate their efforts to succeed collectively. They proposed that integration processes used to align efforts among multiple teams are important predictors of multiteam performance. The authors used a multiteam system (MTS) simulation to assess how both cross-team and within-team processes relate to MTS performance over multiple performance episodes that differed in terms of required interdependence levels.

Investigating linear and interactive effects of shared mental models on safety and efficiency in a field setting.

Linkages between 2 types of shared mental models (SMMs)--that is, positional-goal interdependencies and cue-strategy associations--and effectiveness in an air traffic control environment were investigated. Two types of SMMs were expected to contribute uniquely, as well as interact, to predict tower safety and efficiency. Using SMM data from 306 air traffic controllers, and corresponding archival efficiency and safety measures for 47 airports, the authors found no significant linear relationships between SMMs and either outcome measure.