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- Title
- Can mutual trust explain the diversity-performance relationship? A meta-analysis.
- Creator
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Feitosa Pereira, Jennifer, Salas, Eduardo, Joseph, Dana, Fritzsche, Barbara, Burke, Shawn, University of Central Florida
- Abstract / Description
-
Trust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer (&) Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, (&) Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive...
Show moreTrust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer (&) Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, (&) Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive understanding of trust at the team-level can be developed. Beyond this basic understanding, research is needed to explore the nature of trust in teams comprised of diverse members, as multi-national, multi-cultural, and interdisciplinary teams are increasingly characterizing the modern landscape. Thus, this article uses meta-analytic techniques to examine the extent to which mutual trust can serve as an underlying mechanism that drives the diversity-team performance relationship. First, surface-level and deep-level diversity characteristics varied in their impact on trust. Value diversity emerged as the most detrimental, along with the moderating effect of time. Second, 95 independent samples comprising 5,721 teams emphasized the importance of trust to team performance with a moderate and positive relationship. Third, mediation analyses answered recent calls (e.g., van Knippenberg (&) Schippers, 2007) to examine underlying mechanisms that can explain the diversity-outcomes relationship. This showed age, gender, value, and function diversity to be related to performance through mutual trust. Furthermore, this study explores whether contextual (e.g., team distribution) as well as measurement (e.g., referent) issues pose systematic differences in the diversity-trust and trust-performance relationships. Surprisingly, the construct of trust at the team-level proved to be generalizable across a number of unique conditions. In addition to this extensive quantitative review, implications and future research are discussed.
Show less - Date Issued
- 2015
- Identifier
- CFE0005792, ucf:50070
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005792
- Title
- Adaptation and Resilience of Extreme Teams: A Qualitative Study Using Historiometric Analysis.
- Creator
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Padgett, Lauren, Burke, Shawn, Jentsch, Florian, Bowers, Clint, University of Central Florida
- Abstract / Description
-
The business and academic worlds agree that team resilience and team adaptation are in increasing need of study. This study explores the behavioral processes of team adaptation(-)specifically, those action phase and interpersonal processes mapped by Marks, Mathieu, and Zaccaro (2001) and overlapping with the team adaptation model by Burke, Stagl, Salas, Pierce, and Kendall (2006) and expanded by Rosen et al. (2011). Additionally, the impact of trigger type on adaptive behaviors is explored as...
Show moreThe business and academic worlds agree that team resilience and team adaptation are in increasing need of study. This study explores the behavioral processes of team adaptation(-)specifically, those action phase and interpersonal processes mapped by Marks, Mathieu, and Zaccaro (2001) and overlapping with the team adaptation model by Burke, Stagl, Salas, Pierce, and Kendall (2006) and expanded by Rosen et al. (2011). Additionally, the impact of trigger type on adaptive behaviors is explored as suggested by Maynard and Kennedy (2016). Theseexplorations are conducted within the context of extreme teams, and the primary method used is Crayne and Hunter's (2018) historiometric analysis (HMA). The chosen sources include crewdiaries and new articles detailing the events of the 2014-2015 Volvo Ocean. Critical incidents are pulled from these sources and coded for trigger type as either taskwork- or teamwork-focused,and the adaptive behaviors in response to these triggers are coded in a bottom up, emergent process. The data is reported as rank-ordered frequencies. Results suggest that resilient teamsengage in some of those processes suggested by the Marks et al. (2001) framework(-)coordination, monitoring, communication, and backup(-)as well as other adaptive behavioral processes. Furthermore, taskwork-focused triggers are seen as resulting in more action phase behavioral adaptation processes, though limited data is found to speak to the mechanisms of teamwork-focused triggers. Future research directions are suggested to include examination of teams of various levels of expertise in both taskwork-specific and generalized teamwork skills.
Show less - Date Issued
- 2018
- Identifier
- CFE0007162, ucf:52294
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0007162
- Title
- Conflict in Virtually Distributed Teams.
- Creator
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Darling, Budd, Salas, Eduardo, Bowers, Clint, Burke, Shawn, University of Central Florida
- Abstract / Description
-
The purpose of this paper was two-fold. The first was to investigate the impact of conflict as a mediator in the relationship between distribution and team performance. The second was to examine how that relationship was affected by virtuality. Four-member teams of different distributions (partially distributed, fully distributed, and fully collocated) and different virtuality conditions (videoconferencing, teleconferencing, and chat) played a team-oriented game. Significant results were...
Show moreThe purpose of this paper was two-fold. The first was to investigate the impact of conflict as a mediator in the relationship between distribution and team performance. The second was to examine how that relationship was affected by virtuality. Four-member teams of different distributions (partially distributed, fully distributed, and fully collocated) and different virtuality conditions (videoconferencing, teleconferencing, and chat) played a team-oriented game. Significant results were found only in the videoconferencing condition, in which both distribution and task conflict had a negative impact on team performance, but task conflict did not mediate the relationship between distribution and team performance. Further research investigating how virtuality impacts distributed teams in needed.
Show less - Date Issued
- 2013
- Identifier
- CFE0004987, ucf:49552
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004987
- Title
- DISTRIBUTED TEAM TRAINING: EFFECTIVE TEAM FEEDBACK.
- Creator
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Oden, Kevin, Mouloua, Mustapha, University of Central Florida
- Abstract / Description
-
ABSTRACT The United States Army currently uses after action reviews (AARs) to give personnel feedback on their performance. However, due to the growing use of geographically distributed teams, the traditional AAR, with participants and a moderator in the same room, is becoming difficult; therefore, distributed AARs are becoming a necessity. However, distributed AARs have not been thoroughly researched. To determine what type of distributed AARs would best facilitate team training in...
Show moreABSTRACT The United States Army currently uses after action reviews (AARs) to give personnel feedback on their performance. However, due to the growing use of geographically distributed teams, the traditional AAR, with participants and a moderator in the same room, is becoming difficult; therefore, distributed AARs are becoming a necessity. However, distributed AARs have not been thoroughly researched. To determine what type of distributed AARs would best facilitate team training in distributed Army operations, feedback media platforms must be compared. This research compared three types of AARs, which are no AAR, teleconference AAR, and teleconference AAR with visual feedback, to determine if there are learning differences among these conditions. Participants completed three search missions and received feedback between missions from one of these conditions. Multiple ANOVAs were conducted to compare these conditions and trials. Results showed that overall the teleconference AAR with visual feedback improved performance the most. A baseline, or no AAR, resulted in the second highest improvement, and the teleconference condition resulted in the worst overall performance. This study has implications for distributed military training and feedback, as well as other domains that use distributed training and feedback.
Show less - Date Issued
- 2008
- Identifier
- CFE0002483, ucf:47685
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0002483
- Title
- The relationship between team role sub-dimensions, personality, and team effectiveness.
- Creator
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Howell, Ryan, Burke, Shawn, Bowers, Clint, Driskell, James, University of Central Florida
- Abstract / Description
-
A manned mission to Mars would be the longest manned mission (both by distance and duration) to date by a considerable margin. Such a mission poses a unique set of challenges to astronaut teams, including extreme levels of isolation and confinement never before experienced by Earth-bound teams. A crucial step in ensuring the team will arrive back on Earth safely is selecting those individuals who are most apt for the job. To facilitate the selection process and development of countermeasures,...
Show moreA manned mission to Mars would be the longest manned mission (both by distance and duration) to date by a considerable margin. Such a mission poses a unique set of challenges to astronaut teams, including extreme levels of isolation and confinement never before experienced by Earth-bound teams. A crucial step in ensuring the team will arrive back on Earth safely is selecting those individuals who are most apt for the job. To facilitate the selection process and development of countermeasures, this work (as part of a larger NASA research grant) involves examining the relationship between personality (Big 5; openness, conscientiousness, extraversion, agreeableness, emotional stability) and the team role sub-dimensions, which are defined as patterns of behavior which comprise team roles, of sociability, task orientation, and dominance. Additionally, I will also examine to what extent enacting team roles (e.g., 'Critic', 'Entertainer', 'Team Player', etc.) ensures mission success, such that more effective teams will distribute team roles as needed. The data for this project was derived from NASA's HERA (Human Exploration Research Analog), a study environment meant to simulate long-duration space exploration missions. In addition to presenting hypotheses and data analyses, implications and future steps will also be addressed.
Show less - Date Issued
- 2018
- Identifier
- CFE0007194, ucf:52276
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0007194
- Title
- EXAMINING THE RELATIONSHIP BETWEEN TRAIT GOAL ORIENTATION AND BEHAVIOR IN TEAM DEBRIEFING SESSIONS.
- Creator
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Woods, Amanda, Salas, Eduardo, University of Central Florida
- Abstract / Description
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The present study explored the impact of the individual difference, goal orientation, on the team intervention, debriefing, thus contributing insight into a previously unexplored component behind debriefing effectiveness. Three sub-dimensions of goal orientation were examined in terms of their influence on debriefing: learning goal orientation, performance-prove goal orientation and performance-avoid goal orientation. The outcomes investigated included elements of a successful debrief: self...
Show moreThe present study explored the impact of the individual difference, goal orientation, on the team intervention, debriefing, thus contributing insight into a previously unexplored component behind debriefing effectiveness. Three sub-dimensions of goal orientation were examined in terms of their influence on debriefing: learning goal orientation, performance-prove goal orientation and performance-avoid goal orientation. The outcomes investigated included elements of a successful debrief: self-correction, self-promotion and speaking up behavior. A sample (N=69) of undergraduate students at the University of Central Florida individually completed a goal orientation self-report measure and participated in a team debriefing session within their three-person teams. The audio-recorded debriefing videos were transcribed and coded line-by-line to indicate the presence of the outcome variables. Hierarchical multiple regressions were utilized to analyze the direct relationships between the specific goal orientation sub-dimensions and hypothesized outcomes. Theoretical and practical implications are discussed.
Show less - Date Issued
- 2015
- Identifier
- CFH0004740, ucf:45361
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFH0004740
- Title
- Utilizing telemedicine in the ICU: Does it impact teamwork?.
- Creator
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Lazzara, Elizabeth, Salas, Eduardo, Jentsch, Florian, Sims, Valerie, Schulman, Carl, University of Central Florida
- Abstract / Description
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Adverse events and medical errors plague the healthcare system. Hospital acquired infections and teamwork are some of the biggest contributor to these adverse outcomes. In an effort to mitigate these problems, administrators and clinicians alike have developed mechanisms, such as telemedicine. However, little research has been conducted investigating the role of telemedicine on teamwork -- a fundamental component of quality patient care. The purpose of this study is to gain a better...
Show moreAdverse events and medical errors plague the healthcare system. Hospital acquired infections and teamwork are some of the biggest contributor to these adverse outcomes. In an effort to mitigate these problems, administrators and clinicians alike have developed mechanisms, such as telemedicine. However, little research has been conducted investigating the role of telemedicine on teamwork -- a fundamental component of quality patient care. The purpose of this study is to gain a better understanding of the impact of telemedicine on teamwork behaviors and subsequent teamwork attitudes and cognitions during a common medical task, rounds within the Trauma-Intensive Care Unit. To this end, rounds were conducted with and without telemedicine. During this 60 day period, 16 clinicians completed three surveys and 34 rounds were video recorded. The results of this study suggest that the relationships between teamwork attitudes, behaviors, cognitions, and outcomes are differential impacted under conditions with and without telemedicine. More specifically, telemedicine is associated with an increase in attendance and communication density. Meanwhile, it does not significantly impact teamwork attitudes or cognitions. The primary implications of these findings indicate that telemedicine is not the solution for improving all teamwork elements but yet it is not a complete detriment either.
Show less - Date Issued
- 2013
- Identifier
- CFE0005103, ucf:50721
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005103
- Title
- EXAMINING SOCIAL LOAFING WITHIN VIRTUAL TEAMS: THE MODERATING INFLUENCE OF A TEAM'S COLLECTIVE ORIENTATION.
- Creator
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Cotter, Seth, Salas, Eduardo, University of Central Florida
- Abstract / Description
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Social loafing is a growing concern for modern organizations. With advancement in computer technology, virtual tools are used more frequently to communicate, which may allow social loafing to occur in new and unfamiliar forms. The intent of this thesis is to examine social loafing through the use of virtual tools, and to analyze whether collective orientation has a moderating influence on the relationship between social loafing and virtuality. 30 teams, each containing four participants, were...
Show moreSocial loafing is a growing concern for modern organizations. With advancement in computer technology, virtual tools are used more frequently to communicate, which may allow social loafing to occur in new and unfamiliar forms. The intent of this thesis is to examine social loafing through the use of virtual tools, and to analyze whether collective orientation has a moderating influence on the relationship between social loafing and virtuality. 30 teams, each containing four participants, were randomly assigned to a condition of virtuality (i.e., instant messaging or videoconferencing). Participants then completed a computer simulation task in which social loafing, collective orientation of the team, and team performance were measured.
Show less - Date Issued
- 2013
- Identifier
- CFH0004376, ucf:45013
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFH0004376
- Title
- Seriously Though... Is Positive Workplace Humor a Help or a Hindrance?: The Impact of Coworker-Employee Humor Interactions on Employee Well-Being and Effectiveness.
- Creator
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Sierra, Mary Jane, Jentsch, Kimberly, Salas, Eduardo, Dipboye, Robert, Piccolo, Ronald, University of Central Florida
- Abstract / Description
-
The prevalence and importance of humor in the workplace has been well-documented over the past several decades, with research consistently revealing its significant impact on employee well-being and effectiveness. During this same time period, organizations worldwide have begun embracing team-based work designs as a means for achieving success. As a result, the degree to which employees are engaging in both frequent and intensive interactions with their coworkers is rapidly increasing....
Show moreThe prevalence and importance of humor in the workplace has been well-documented over the past several decades, with research consistently revealing its significant impact on employee well-being and effectiveness. During this same time period, organizations worldwide have begun embracing team-based work designs as a means for achieving success. As a result, the degree to which employees are engaging in both frequent and intensive interactions with their coworkers is rapidly increasing. Despite these trends, little research has been dedicated to investigating the ways in which employees' well-being and effectiveness are influenced by the humor of their coworkers or the ways in which employees' own humor interacts with that of their coworkers to determine these outcomes. The current study answered the need for such research by investigating the impact of coworker-employee humor interactions on employee strain and performance using a sample of undergraduate-level students engaged in a high-fidelity work simulation. In the current study, coworker humor was experimentally manipulated by pairing each participant with a study confederate who was trained to act as either a non-humorous coworker or a humorous coworker throughout the duration of the work simulation. Results of a pilot study provided empirical evidence supporting the validity of this manipulation; showing that participants' paired with a humorous confederate coworker rated their coworker significantly higher on positive humor, but no different on negative humor, than participants' paired with a non-humorous confederate coworker. Based on theory and prior findings drawn from multiple streams of science, it was expected that positive coworker humor would have a significant impact on employees' strain and performance, but that the nature of its influence on these outcomes would be contingent upon employees' own dispositional humor. Specifically, it was hypothesized that employees paired with humorous coworkers would experience a lesser degree of perceived, affective, cognitive, and physical strain than employees paired with non-humorous coworkers if their own sense of humor was high but a greater degree of perceived, affective, cognitive, and physical strain than employees paired with non-humorous coworkers if their own sense of humor was low. In addition, it was expected that employees paired with humorous coworkers would demonstrate a higher level of interpersonal and task performance than employees paired with non-humorous coworkers if their own sense of humor was high but a lower level of interpersonal and task performance than employees paired with non-humorous coworkers if their own sense of humor was low. Finally, it was hypothesized that employees' strain would partially mediate the effects of coworker-employee humor interactions on employee performance.In support of these hypotheses, analyses revealed that several indicators of employees' perceived, affective, cognitive, and physical strain were in fact each significantly influenced by interactions between employees' own humor and that of their coworkers. Specifically, high sense of humor employees who worked with a humorous coworker experienced a lesser degree of perceived, affective, cognitive, and physical strain than did those who worked with a non-humorous coworker. This was evidenced by their lower self-reported perceived strain (an indicator of perceived strain), higher state-level positive affect and lower state-level negative affect (indicators of affective strain), higher anagram task performance and lower perceived task difficulty (indicators of cognitive strain), as well as their lower systolic blood pressure and lower state-level somatic anxiety (indicators of physical strain). In contrast, low sense of humor employees who worked with a humorous coworker experienced a greater degree of perceived, affective, cognitive, and physical strain than did those who worked with a non-humorous coworker. This was evidenced by their higher self-reported perceived strain, lower state-level positive affect and higher state-level negative affect, lower anagram task performance and higher perceived task difficulty, as well as their higher systolic blood pressure and higher state-level somatic anxiety. Consistent with expectations, results revealed that the degree to which employees experienced job strain typically varied based on the degree to which there was a match between employee sense of humor and coworker positive humor levels. Similar levels of coworker and employee humor generally resulted in relatively low levels of employee strain whereas dissimilar levels of coworker and employee humor most often resulted in relatively high levels of employee strain. Contrary to expectations, however, coworkers' positive humor and employees' sense of humor did not interact to predict employees' interpersonal or task performance. Instead, positive coworker humor had a significant positive main effect on both forms of employee performance. Although these findings are consistent with the study hypotheses in that positive coworker humor was expected to enhance high sense of humor employees' performance, they run counter to the expectation that positive coworker humor would hinder low sense of humor employees' performance. Because the interaction between coworker humor and employee humor was not a significant predictor of either type of employee performance, analyses were not conducted to test for mediated moderation.Findings from the current study offer a number of contributions to organizational science and, in addition, hold several implications for practice. Specifically, these results have relevance for and greatly expand the workplace humor, individual differences, PE fit, occupational health, and workgroup/team composition literatures. In addition, results contribute to the literature by elucidating the need for future research dedicated to exploring the direct and interactive effects of coworker characteristics, including humor, on employee well-being and effectiveness. Finally, results of this study serve to inform researchers and practitioners in matters related to several critical human resource functions, including matters in personnel selection, placement, and training, as well as in workgroup/team composition.
Show less - Date Issued
- 2013
- Identifier
- CFE0005058, ucf:49954
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005058
- Title
- COLLABORATIVE PROBLEM SOLVING: THE ROLE OF TEAM KNOWLEDGE BUILDING PROCESSES AND EXTERNAL REPRESENTATIONS.
- Creator
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Rosen, Michael, Salas, Eduardo, University of Central Florida
- Abstract / Description
-
This dissertation evaluates the relationship between five team knowledge building processes (i.e., information exchange, knowledge sharing, option generation, evaluation of alternatives, and regulation), the external representations constructed by a team during a performance episode, and performance outcomes in a problem solving task. In a broad range of domains such as the military, and healthcare, team-based work structures used to solve complex problems; however, the bulk of research on...
Show moreThis dissertation evaluates the relationship between five team knowledge building processes (i.e., information exchange, knowledge sharing, option generation, evaluation of alternatives, and regulation), the external representations constructed by a team during a performance episode, and performance outcomes in a problem solving task. In a broad range of domains such as the military, and healthcare, team-based work structures used to solve complex problems; however, the bulk of research on teamwork to date has dealt with behavioral coordination in routine tasks. This leaves a gap in the theory available for developing interventions to support collaborative problem solving, or knowledge-based performance, in teams. Sixty nine three person teams participated in a strategic planning simulation using a collaborative map. Content analysis was applied to team communications and the external representations team members created using the collaborative tool. Regression and multi-way frequency analyses were used to test hypotheses about the relationship between the amount and sequence of team process behaviors respectively and team performance outcomes. Additionally, the moderating effects of external representation quality were evaluated. All five team knowledge building processes were significantly related to outcomes, but only one (i.e., knowledge sharing) in the simple, positive, and linear way hypothesized. Information exchange was negatively related to outcomes after controlling for the amount of acknowledgements team members made. Option generation and evaluation interacted to predict outcomes such that higher levels of evaluation were more beneficial to teams with higher levels of option generation. Regulation processes exhibited a negative curvilinear relationship with outcomes such that high and low performing teams engaged in less regulation than did moderately performing teams. External representation quality moderated a composite team knowledge building process variable such that better external representations were more beneficial for teams with poorer quality processes than for teams with high quality process. Additionally, there were significant differences in the sequence of team knowledge building processes between high and low performing teams as well as between groups based on high and low levels of external representation quality. The team knowledge building process framework is useful for understanding complex collaborative problem solving. However, these processes predict performance outcomes in complex and inter-related ways. Further implications for theories of team performance and applications for training, designing performance support tools, and team performance measurement are discussed.
Show less - Date Issued
- 2010
- Identifier
- CFE0003109, ucf:48627
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0003109
- Title
- TOWARD A MODEL OF TEAM DECISION MAKING UNDER STRESS.
- Creator
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Marshall, Alyssa, Salas, Eduardo, University of Central Florida
- Abstract / Description
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Today's organizations are increasingly relying on teams, rather than individuals, to complete tasks in the workplace. For some teams, these tasks require them to make high stakes decisions under stressful conditions. In military, medical, and emergency response fields, for example, workers are regularly asked to make decisions under high time pressure, uncertainty, and risk. The purpose of this study is to summarize previous team decision-making perspectives and create a model for team...
Show moreToday's organizations are increasingly relying on teams, rather than individuals, to complete tasks in the workplace. For some teams, these tasks require them to make high stakes decisions under stressful conditions. In military, medical, and emergency response fields, for example, workers are regularly asked to make decisions under high time pressure, uncertainty, and risk. The purpose of this study is to summarize previous team decision-making perspectives and create a model for team decision-making under stress. A literature review was conducted to examine the current state of team decision-making research. Several existing models of the team decision-making process were identified, representing multiple decision-making perspectives. Using this information, four primary characteristics of the team decision making process were identified. Team decision making appears to be multi-level, multi-phasic, dynamic, and cyclical process. An additional search examined the effects of stress on performance. Using this information and the characteristics outlined from the team decision making literature, a model was designed to describe the effects of stress on team decision making. This model offers several propositions regarding the effects of stress on specific cognitive and team processes and their relationship team decision making. This study provides the theoretical basis for an empirical investigation of the relationship between stress and team decision making. This line of research has the potential to lead to practical solutions that may improve outcomes for workers in high stress occupations.
Show less - Date Issued
- 2014
- Identifier
- CFH0004629, ucf:45299
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFH0004629
- Title
- VIRTUAL TEAM COOPETITION: AN INVESTIGATION OF COOPETITIVE PROCLIVITY IN VIRTUAL AND FACE-TO-FACE FEMALE DYADS.
- Creator
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Lutz, Andrew, Chin, Matthew, University of Central Florida
- Abstract / Description
-
The use of virtual teams (VTs) in the workplace has increased rapidly as companies seek to coordinate the collaboration of geographically dispersed employees effectively. This study involved an experimental comparison of VTs and face-to-face teams engaged in coopetition. Coopetition occurs when a relationship is characterized by simultaneous cooperation and competition. This study differed from previous research because many previous studies of team coopetition place their focus on...
Show moreThe use of virtual teams (VTs) in the workplace has increased rapidly as companies seek to coordinate the collaboration of geographically dispersed employees effectively. This study involved an experimental comparison of VTs and face-to-face teams engaged in coopetition. Coopetition occurs when a relationship is characterized by simultaneous cooperation and competition. This study differed from previous research because many previous studies of team coopetition place their focus on traditional face-to-face teams and fail to touch upon the intricacies of VT coopetition. Because of this, investigating the intricacies of coopetition among VT members is an essential addition to the large body of research on face-to-face teams. This study examined team coopetition through separate measures of competitiveness and cooperativeness. The constructs competitiveness and cooperativeness were measured separately instead of together on a single continuum. This method determined team members' coopetitive proclivities, the balance between one's tendency to perform behaviors directed toward achieving a self-serving goal or goals and one's tendency to perform behaviors directed toward achieving a group-serving goal or goals within the context of a coopetitive relationship. Team members' coopetitive proclivities were examined through a combination of videogame play and electronic surveys. All participants in this experiment were female. No significant differences between the coopetitive proclivities of virtual and face-to-face teams were found. We found that the ratings of competence that participants received from their partners tended to be lower under the virtual condition. We found that extroverted team members were more likely to cooperate. We also found that the ratings of competitiveness that participants received from their partners were negatively correlated with the ratings of desirability for future collaboration (i.e., team viability) that participants received from their partners. Further, it was determined that the ratings of cooperativeness that participants received from their partners were positively correlated with the ratings of team viability that participants received from their partners. Additional results indicated a positive relationship between team members' self-reported levels of agreeableness and the ratings of competence that participants received from their partners. Results also indicated a positive relationship between team members' self-reported levels of openness and the ratings of competence that participants received from their partners. This paper discusses the implications of these results and possible directions for future study.
Show less - Date Issued
- 2015
- Identifier
- CFH0004743, ucf:45378
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFH0004743
- Title
- THE INFLUENCE OF CULTURAL DIVERSITY ON INITIAL DECISIONS TO TRUST IN NEWLY FORMING TEAMS: A POLICY CAPTURING APPROACH.
- Creator
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Priest Walker, Heather, Salas, Eduardo, University of Central Florida
- Abstract / Description
-
This study investigated the impact of diversity on the decision to trust at team formation when no history or prior relationship exists. The study consisted of two phases: 1) a selection phase and 2) a policy capturing phase. The first phase consisted of demographics, propensity to trust, and prejudice scales that were used to select participants for phase 2. The second phase consisted of a full factorial design, policy capturing study which consisted of 64 scenarios which varied the level (i...
Show moreThis study investigated the impact of diversity on the decision to trust at team formation when no history or prior relationship exists. The study consisted of two phases: 1) a selection phase and 2) a policy capturing phase. The first phase consisted of demographics, propensity to trust, and prejudice scales that were used to select participants for phase 2. The second phase consisted of a full factorial design, policy capturing study which consisted of 64 scenarios which varied the level (i.e., high and low) of 6 variables: cultural diversity, attribution, perceptions of risk, trustworthiness, third party information, and role clarity. The policy capturing study was used to identify the weights given to these variables when deciding whether or not to trust a new team member. Propensity to trust scores and prejudice ratings were used as moderators of the relationships between these 6 variables and the decision to trust. Findings showed that there was a strong moderating affect of the diversity of the simulated team member on the participant's decision to trust. However, there was no direct relationship between diversity and the decision to trust. The weight given to each variable, as well as the interaction of variables, was different based on the diversity of the new team member. Findings suggest that when forming teams, the diversity of new team members will impact what factors individuals consider in deciding to trust that other person. In addition to future research needs, the impact of these results is discussed in terms of both training and selection in teams.
Show less - Date Issued
- 2008
- Identifier
- CFE0002358, ucf:47800
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0002358
- Title
- Investigative Interviewing: A Team-Level Approach.
- Creator
-
Driskell, James, Salas, Eduardo, Joseph, Dana, Mouloua, Mustapha, Burke, Shawn, University of Central Florida
- Abstract / Description
-
To date, the tandem interview approach has yet to be scientifically vetted as an investigative interviewing technique. Specifically, it is unclear what affect the application of two interviewers has on the investigative process. This is alarming considering that this approach is regularly applied under current law enforcement operations. Despite a dearth of research examining the tandem interview approach in investigative interviews, the extensive research on teams would lead us to believe...
Show moreTo date, the tandem interview approach has yet to be scientifically vetted as an investigative interviewing technique. Specifically, it is unclear what affect the application of two interviewers has on the investigative process. This is alarming considering that this approach is regularly applied under current law enforcement operations. Despite a dearth of research examining the tandem interview approach in investigative interviews, the extensive research on teams would lead us to believe that teams should benefit the overall investigative interview process and outperform individuals in detecting lies. Consequently, the goals of this research were to investigate these potential benefits. Findings from a laboratory study consisting of 90 simulated investigative interviews (N = 225) revealed several advantages associated with the application of the tandem interview approach. First, tandem interviewers found conducting the investigative interview to be less cognitively demanding and paid more attention to diagnostic cues to deception. Second, tandem interviewers conducted superior interviews than single interviewers. Specifically, they were able to obtain more information from interviewees, asked more open-ended questions, and asked a greater total number of questions. Despite outperforming single interviewers during the interview, tandem interviewers were unable to detect deception better than single interviewers. Still, overall detection rates were better than previous research. The general findings from this study suggest that tandem interviewers that adopt a rapport-based approach throughout the investigative interview can enhance investigative interviewing outcomes. Theoretical and practical implications, limitations, and future research are discussed.
Show less - Date Issued
- 2013
- Identifier
- CFE0004992, ucf:49558
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004992
- Title
- Where's the Boss? The Influences of Emergent Team Leadership Structures on Team Outcomes in Virtual and Distributed Environments.
- Creator
-
Porter, Marissa, Salas, Eduardo, Jentsch, Florian, Joseph, Dana, Burke, Shawn, University of Central Florida
- Abstract / Description
-
The influence of leadership on team success has been noted extensively in research and practice. However, as organizations move to flatter team based structures with workers communicating virtually across space and time, our conceptualization of team leadership must change to meet these new workplace demands. Given this need, the current study aims to begin untangling the effects of distribution and virtuality on team leadership structure and subsequent team outcomes that may be affected by...
Show moreThe influence of leadership on team success has been noted extensively in research and practice. However, as organizations move to flatter team based structures with workers communicating virtually across space and time, our conceptualization of team leadership must change to meet these new workplace demands. Given this need, the current study aims to begin untangling the effects of distribution and virtuality on team leadership structure and subsequent team outcomes that may be affected by differences in conceptualizing such structures. Specifically, the goals of this study were threefold. First, this study investigated how the physical distribution of members may impact perceptions of team leadership structure, depending on virtual tool type utilized for communicating. Second, this study explored how different indices of team leadership structure may have different influences on team outcomes, specifically in terms of conceptualizing the degree to which multiple members are perceived as collectively enacting particular leadership behaviors via a network density metric, and conceptualizing team leadership in regards to the specialization of members into particular behavioral roles, as captured via role distance and role variety indices. Finally, this study expanded on current research regarding team leadership structure by examining how the collective enactment of particular leadership (i.e., structuring/planning, problem solving, supporting social climate) behaviors may facilitate specific teamwork processes (i.e., transition, action, interpersonal), leading to enhanced team performance, as well as how leadership role specialization may impact overall teamwork and team performance.Findings from a laboratory study of 188 teams participating in a simulated decision making task reveal a significant interaction for the influences of physical distribution and virtuality on perceptions of leadership structure, such that less distributed teams (i.e., those with fewer isolated members) were more likely to perceive their distributed members as participating in the collective enactment of necessary leadership responsibilities when communicating via richer media (i.e., videoconferencing, teleconferencing) than less rich media (i.e., instant messaging). However, virtuality and distribution did not impact the degree to which members were perceived as specializing in a particular leadership role, or the overall variety of leadership roles being performed. In terms of team outcomes, the perceived collective enactment of leadership emanating from distributed team members significantly predicted teamwork, while the perceived collective leadership of collocated members did not have a significant impact. Specifically, greater distributed team member involvement in the collective enactment of structuring/planning leadership positively impacted team transition processes, while the collective enactment of supporting the social climate positively predicted team interpersonal processes. Although the relationship between perceived leadership role specialization, in terms of role distance and role variety, and team performance was mediated by overall teamwork processes as expected, leadership role specialization had a negative impact on overall teamwork. Finally, while team action processes did not serve to mediate the relationship between perceived problem solving network density and team performance, team transition processes mediated the relationships between the collective enactment of structuring/planning for distributed members and team performance. The collective enactment of supporting the social climate by distributed team members and its relationship to team performance was also mediated by interpersonal teamwork processes. Together, these results reveal the importance in considering context, specifically virtuality and physical distribution, when designing, developing and maintaining effective team leadership, teamwork, and team performance. Furthermore, they provide unique insight regarding how different configurations of leadership may be possible in teams. Study limitations, practical implications, and recommendations for future research and practice are further discussed.
Show less - Date Issued
- 2013
- Identifier
- CFE0004911, ucf:49603
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004911
- Title
- EFFECTIVE TIMING OF FEEDBACK DURING SCENARIO BASED TEAM TRAINING WITHIN A SIMULATED ENVIRONMENT.
- Creator
-
Astwood, Randolph, Smith-Jentsch, Kimberly, University of Central Florida
- Abstract / Description
-
Scenario based training (SBT) allows organizations to train the competencies necessary for effective performance in an environment that replicates critical aspects of the transfer or operational setting. One of the most salient training features that can be delivered during SBT is feedback. Task feedback may be provided to trainees either during a training scenario (immediately following actions) or between training scenarios (after action review). However, little is known regarding the...
Show moreScenario based training (SBT) allows organizations to train the competencies necessary for effective performance in an environment that replicates critical aspects of the transfer or operational setting. One of the most salient training features that can be delivered during SBT is feedback. Task feedback may be provided to trainees either during a training scenario (immediately following actions) or between training scenarios (after action review). However, little is known regarding the effects of immediate versus delayed feedback given to teams. Prior research on training individuals suggests that immediate feedback improves performance as assessed immediately after training (acquisition performance), however delayed feedback improves performance after time has passed (retention performance). Moreover, several individual training studies have found that trainee goal orientation moderates the influence of instructional features such as goal difficulty and content organization. I hypothesized that team member goal orientation would also moderate the influence of feedback timing on team performance. Three facets of goal orientation were assessed. Learning goal orientation refers to the extent to which individuals strive towards the mastery of skills for the sake of continuous improvement. Prove goal orientation refers to the extent to which individuals strive to demonstrate their own competence to others. Finally, avoid goal orientation refers to the extent to which individuals seek to avoid demonstrating their incompetence to others. Participants were 160 undergraduate psychology students assigned to 80 two-person teams. These teams were trained and tested using a simulated military task called the Forward Observer Personal Computer-based Simulator. Teams received 36 minutes of training prior to performing a skill acquisition test on day one of the experiment. One week later teams returned to perform a skill retention test. Teams were randomly assigned to receive immediate feedback during their team training scenarios or delayed feedback following each training scenario. Results indicated that the timing of feedback had no impact on acquisition performance. As predicted, however, teams that had received delayed feedback outperformed those that had received immediate feedback on the retention test. Moreover, the positive impact of delayed feedback on retention performance was greatest for teams that scored higher on a measure of state learning goal orientation on the day of their training. This interaction was mediated by the team's perception of the instrumentality of the feedback provided to them. Theoretical and practical implications, as well as, limitations and directions for future research are discussed.
Show less - Date Issued
- 2009
- Identifier
- CFE0002672, ucf:48244
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0002672
- Title
- COWORKER INFORMAL ACCOMMODATIONS AS A SOLUTION TO WORK INTERFERING WITH FAMILY AND FAMILY INTERFERING WITH WORK IN TEAM-BASED JOBS.
- Creator
-
Jimenez, Miliani, DeChurch, Leslie, University of Central Florida
- Abstract / Description
-
The current study builds on prior research that has identified informal work accommodations to family as a valuable means for balancing competing work and family responsibilities. As organizations increasingly capitalize on team-based work designs, it is important to consider the informal ways in which interdependent coworkers constructively assist one another in the management of work interfering with family (WIF) and family interfering with work (FIW). The intent of this thesis is to...
Show moreThe current study builds on prior research that has identified informal work accommodations to family as a valuable means for balancing competing work and family responsibilities. As organizations increasingly capitalize on team-based work designs, it is important to consider the informal ways in which interdependent coworkers constructively assist one another in the management of work interfering with family (WIF) and family interfering with work (FIW). The intent of this thesis is to develop a better understanding of the effects of the coping mechanisms employees in team-based jobs utilize to reduce work interfering with family. Thus, this thesis examined (a) the relationship between people working in team-based job designs and WIF and FIW (b) the effects of moderating variables, such as job interdependence, specialization, and cohesion on the Coworker Informal Work Accommodations to Family (CIWAF) and work interfering with family and the CIWAF and family interfering with work relationships. Three convenience samples were employed; each completed a survey packet including the CIWAF, WIF, FIW, job interdependence, specialization, and cohesion measures. Hypothesized relationships considering the effects of the composite CIWAF construct on WIF and FIW were not supported. Employees in interdependent job designs experienced more WIF than employees in less interdependent job designs. Follow up analyses considering the 6 CIWAF subdimensions showed consistent results. The three more common CIWAF behavior engaged in by employees in an attempt to reduce WIF were CIWAF - CWM (Continuing Work Modifications), - STM (Short-Term Work Modifications, and - HB (Helping Behavior). Although hypotheses were not supported, results suggest that CIWAF behaviors are an option employees consider to reduce WIF. Implications for theory and practice are discussed.
Show less - Date Issued
- 2010
- Identifier
- CFE0003285, ucf:48562
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0003285
- Title
- STREET TEAM MEMBER SOCIALIZATION.
- Creator
-
Turner, Anna, Lynxwiler, John, University of Central Florida
- Abstract / Description
-
Street teams are grassroots efforts built from the ground up by people who have a vested interest in promoting a band or event. They are also made up of people who are passionate about what they do. This study investigated the socialization process of street team members from the investigation stage to obtaining full membership. It also identified the outcomes of socialization. In this study, 15 street team members were interviewed and observations were made at concerts and street team events...
Show moreStreet teams are grassroots efforts built from the ground up by people who have a vested interest in promoting a band or event. They are also made up of people who are passionate about what they do. This study investigated the socialization process of street team members from the investigation stage to obtaining full membership. It also identified the outcomes of socialization. In this study, 15 street team members were interviewed and observations were made at concerts and street team events over an 11-month period. Results indicated that although there are similarities in the socialization process among street team members, they actually belong to three different types of street teams.
Show less - Date Issued
- 2011
- Identifier
- CFE0003948, ucf:48690
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0003948
- Title
- Facilitating Adaptive Team Performance: The Influence of Membership Fluidity on Learning.
- Creator
-
Bedwell, Wendy, Salas, Eduardo, Jentsch, Kimberly, Jentsch, Florian, Rico Munoz, Ramon, Fiore, Stephen, University of Central Florida
- Abstract / Description
-
Organizations across work domains that utilize teams to achieve organizational outcomes experience change. Resources change. Project deadlines change. Personnel change. Within the scientific community, research has recently surged on the topic of team adaptation to address the issue of change specifically within teams. There have generally been two lines of research regarding team adaptation (task and membership). This effort is focused on membership. Teams are not static(-)members come and...
Show moreOrganizations across work domains that utilize teams to achieve organizational outcomes experience change. Resources change. Project deadlines change. Personnel change. Within the scientific community, research has recently surged on the topic of team adaptation to address the issue of change specifically within teams. There have generally been two lines of research regarding team adaptation (task and membership). This effort is focused on membership. Teams are not static(-)members come and go. The membership adaptation literature has traditionally focused on the performance effects of newcomers to teams. Yet in practice, more and more teams today experience membership loss without replacement. Military units are stretched to capacity. Economic conditions have forced organizations to do more with less. When members leave, they are rarely, if ever, replaced. The very nature of some organizations lends itself to fluid team memberships. Consider an emergency room where a team of nurses and doctors work on Patient A. When a more critical Patient B arrives that requires the expertise of one of those team members, that doctor will leave the Patient A to tend to the Patient B. This practice is common in such work environments. Yet despite the prevalence of this practice, the scientific community knows very little about the impact of losing members on team performance. The current study examines the impact of membership fluidity on team performance. The purpose of this study was twofold. First, there was the need to address an empirical gap in the adaptation literature by focusing on membership changes (loss and loss with replacement) in non-creative tasks. Second was the consideration of the processes underlying adaptation(-)namely learning, operationalized as the development of effective shared mental models (SMMs). Thus, a primary goal was to determine the magnitude of team performance decrements associated with such changes within a decision-making task as well as the associated changes in team process. Results suggest that three-person intact teams demonstrated greater adaptive performance than membership loss with replacement teams. Furthermore, two-person intact teams developed more similar task and team interaction SMMs than membership loss teams when SMMs were indexed as a Euclidean distance score. There were no differences in the level of sharedness regarding task, team interaction or teammate SMMs for three-person intact teams as compared to membership loss with replacement teams. However, when teammate SMMs were operationalized as the personality facets (i.e., the Big 5) in exploratory analyses, three-person intact teams did develop more similar SMMs regarding the agreeableness facet than membership loss with replacement teams. Additionally, when operationalized as Euclidean distance, the agreeableness facet significantly predicted adaptive team performance(-)specifically, the smaller the distance (i.e., more similar the MMs), the greater the adaptive performance in teams. When operationalized as the similarity index, the neuroticism facet significantly predicted adaptive team performance such that the more similar the SMMs, the greater the adaptive performance in teams. Results suggest that membership fluidity does negatively influence the development of shared mental models among teammates. Furthermore, this study provides additional evidence that teammate and team interaction mental models, which are typically not examined together in team studies, are differentially influenced by membership fluidity and differentially predict outcomes like adaptive team performance. This suggests researchers should include both of these cognitive components of team performance to fully understand the nature of these constructs.
Show less - Date Issued
- 2012
- Identifier
- CFE0004356, ucf:49448
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004356
- Title
- EXAMINING FACTORS THAT AFFECT KNOWLEDGE SHARING AND STUDENTS' ATTITUDE TOWARD THEIR LEARNING EXPERIENCE WITHIN VIRTUAL TEAMS.
- Creator
-
He, Jinxia, Gunter, Glenda, University of Central Florida
- Abstract / Description
-
This study examined factors that might impact student knowledge sharing within virtual teams through online discussion boards. These factors included: trust, mutual influence, conflict, leadership, and cohesion. A path model was developed to determine whether relationships exist among knowledge sharing from asynchronous group discussion and the above five factors. In addition, this study examined if there are any relationships between quality and quantity of knowledge sharing and students'...
Show moreThis study examined factors that might impact student knowledge sharing within virtual teams through online discussion boards. These factors included: trust, mutual influence, conflict, leadership, and cohesion. A path model was developed to determine whether relationships exist among knowledge sharing from asynchronous group discussion and the above five factors. In addition, this study examined if there are any relationships between quality and quantity of knowledge sharing and students' grades. A correlation design was conducted to discover if there are any relationships among these five factors and knowledge sharing within virtual teams. Participants in this study were 148 undergraduate students from two classes in the Health Services Administration program in the College of Health and Public Affairs. The two classes were asynchronous online courses and both instructors used virtual teaming in their online courses. Online interaction occurred via online discussion boards, email, and online chat rooms. The results indicate that mutual influence and team cohesion are two major factors that directly affect knowledge sharing within virtual teams. Conflict mediates the relationship between trust and knowledge sharing. Leadership was also found to have a strong relationship with team cohesion, which then had a relationship with knowledge sharing. As far as the relationship between quality and quantity of knowledge sharing and the student's grade, it was found that there is relationship between the quantity of knowledge sharing and students' grades, however, no significant relationship exists between quality of knowledge sharing and students' grades. The implications of this research for use of virtual teams in online distance education are also discussed.
Show less - Date Issued
- 2009
- Identifier
- CFE0002960, ucf:47980
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0002960
