Something good and something bad in R&D teams: Effects of social identification and dysfunctional behavior

Abstract

This study develops a research model based on social identity theory and emotion regulation research to evaluate the performance development of work teams in technology industry. Empirical testing of this study, by investigating team personnel in high-tech firms, confirms some of the critical hypotheses in our moderated mediation model. The test results find that team performance is influenced by team identification which is affected by inclusive leadership and effort–respect mismatch. Besides, dysfunctional behavior is also influenced by inclusive leadership and effort–respect mismatch. Whereas the relationships between effort–respect mismatch and dysfunctional behavior and between inclusive leadership and team identification are moderated by negative affective tone, the relationship between dysfunctional behavior and team performance is moderated by resource adequacy.