Abstract
Even though, many determinants of team performance are found in extended literature, team trust and the moderating effect of team tenure is little investigated in Sri Lankan context, and it has not been studied yet. Bridging the gap in this context, the current study assessed the moderating impact of team tenure on team trust and team performance relationship in Sri Lankan tyre manufacturing industry. The current study was conducted as a cross-sectional study among a sample of one hundred and ninety-two executive level employees selected from four major tyre manufacturing organizations following the stratified random sampling technique. Primary data were collected using a standard questionnaire distributed via Google form. The collected data were analysed with the support the SPSS employing correlation, regression, descriptive statistics and process matrix. It is found that team tenure does not moderate the relationship between team trust and team performance, and also founded that strong positive relationship between team trust and team performance. Moreover, team trust impact positively on team performance and team tenure does not impact team trust and team performance separately. It is recommended to tyre manufacturing organizations to facilitate more open communication and information sharing in order to improve executive level employees trust within teams, which in turn, will affect their team performance. Future researchers can use other variables like organizational support, team diversity, and personality as moderators of their study.
Highlights
Firms are progressively relying on teams and the motivation to find ways to optimize team performance has been increased lately (Kisamore & Morissette, 2020)
The current study aims to advance understanding of the team trust - team performance relationship in business teams and further expand knowledge about the new moderator of the relationship
When we consider about the relationship perspective team trust will help to remove doubts among team members, encourage themselves to carry out activities that contribute to team performance and work more effectively together (De-jong and Elfring, 2010)
Summary
Firms are progressively relying on teams and the motivation to find ways to optimize team performance has been increased lately (Kisamore & Morissette, 2020). When bridging the relationship between individual performance and organizational performance, teams play a pivotal role (Edmondson, 2002). As opposed to (McGrath, 1984) traditional input process output team functioning model recent research focused on team emergent states such as attitudes, values and beliefs (Carter et al, 2018; Shuffer et al, 2018). These emergent states are occurred due to team interactions and they vary according to context (Marks, Mathieu & Zaccaro, 2001). Team trust should be considered as one of the emergent states that scholars and practitioners take into account. Fulmer and Gelfand, (2012, p.1174) conceptualized team trust as “a shared psychological state among team members comprising willingness to accept vulnerability based on positive expectations of a specific other or others”
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