An examination of the effects of organizational district and team contexts on team processes and performance: a meso-mediational model
We examined the effects of organizational district and team contexts on team processes and performance in a longitudinal cross-level design. As hypothesized, at the team-level of analysis, interdependence related positively to team performance as partially mediated by processes. Moreover, a cross-le...
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| Veröffentlicht in: | Journal of organizational behavior 2007-10, Vol.28 (7), p.891-910 |
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| container_issue | 7 |
| container_start_page | 891 |
| container_title | Journal of organizational behavior |
| container_volume | 28 |
| creator | Mathieu, John E. Maynard, M. Travis Taylor, Scott R. Gilson, Lucy L. Ruddy, Thomas M. |
| description | We examined the effects of organizational district and team contexts on team processes and performance in a longitudinal cross-level design. As hypothesized, at the team-level of analysis, interdependence related positively to team performance as partially mediated by processes. Moreover, a cross-level mediational relationship was evident between the organizational district-level openness climate and team performance as fully mediated by team processes. In contrast, organizational district-level multi-team coordination unexpectedly exhibited a direct cross-level relationship with team performance. Multi-team coordination also negatively interacted with team processes as related to team performance, in an exploratory analysis. Results are discussed in terms of the importance of considering both organizational-district and team contexts as embedding conditions that influence team effectiveness. |
| doi_str_mv | 10.1002/job.480 |
| format | Article |
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Behav</addtitle><date>2007-10</date><risdate>2007</risdate><volume>28</volume><issue>7</issue><spage>891</spage><epage>910</epage><pages>891-910</pages><issn>0894-3796</issn><eissn>1099-1379</eissn><coden>JORBEJ</coden><abstract>We examined the effects of organizational district and team contexts on team processes and performance in a longitudinal cross-level design. As hypothesized, at the team-level of analysis, interdependence related positively to team performance as partially mediated by processes. Moreover, a cross-level mediational relationship was evident between the organizational district-level openness climate and team performance as fully mediated by team processes. In contrast, organizational district-level multi-team coordination unexpectedly exhibited a direct cross-level relationship with team performance. Multi-team coordination also negatively interacted with team processes as related to team performance, in an exploratory analysis. 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| identifier | ISSN: 0894-3796 |
| ispartof | Journal of organizational behavior, 2007-10, Vol.28 (7), p.891-910 |
| issn | 0894-3796 1099-1379 |
| language | eng |
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| source | Business Source Complete; Applied Social Sciences Index & Abstracts (ASSIA); JSTOR Archive Collection A-Z Listing; Wiley Online Library All Journals |
| subjects | Applied psychology Business teamwork Climate models Coordination Human resources Interdependence Knowledge management Openness Organizational behavior Part 2: Specifying Organizational Contexts Research design Research methods Social interaction Statistical variance Studies Team work Teams |
| title | An examination of the effects of organizational district and team contexts on team processes and performance: a meso-mediational model |
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