Effects Of Team-member Exchange Research Articles

Hybrid Entrepreneurial Intentions: The Influence of Team-Member Exchange

Full-time entrepreneurs are an integral part of economic growth, the rise of a distinct category of entrepreneurs known as hybrid entrepreneurs is no exception. Hybrid entrepreneurship has re-ceived notable attention in recent years. Therefore, this study seeks to examine the influence of team-member exchange (TMX) on hybrid entrepreneurial intentions (HEIs) within organizational settings, elucidating the mediating role of perceived desirability of entrepreneurship (PDE), per-ceived normativeness towards entrepreneurship (PNE) and perceived feasibility towards entrepre-neurship (PFE). Through the lens of the theory of planned behavior (TPB), a research model is pro-posed to explore these relationships. More so, by employing a quantitative research design, data will be collected using a questionnaire in an online survey utilizing a convenience sampling technique. Regression analysis will be adopted to assess the direct and indirect effects of TMX on HEIs through the proposed mediators. The aim of this study is to advance theoretical understanding of HEI, extending TPB and contributing to the existing board of literature on hybrid entrepreneurship. Moreover, the study also has practical implications to policy makers, managers and employees.

Unraveling the dark side of resilience: entrepreneurial resilience diversity in new venture teams and entrepreneurial performance

PurposePrevious studies may have overstated the benefits of entrepreneurial resilience while neglecting its potential adverse effects, especially in the context of team entrepreneurship. This study focuses on the structural characteristics of resilience, entrepreneurial team resilience diversity, to delve into the potential dark side effects of entrepreneurial resilience. Drawn upon the similarity-attraction theory, this study investigates the detrimental impact of entrepreneurial team resilience diversity on entrepreneurial performance from the team-member exchange (TMX) perspective, which describes the reciprocal relationships within a team and the moderating effect of environmental hostility.Design/methodology/approachThe study collected data by conducting a two-wave survey. With the assistance of officials from entrepreneurship service agencies, entrepreneurship parks and entrepreneurship training institutions in southeast China, this study collected survey data from 361 participants of 91 entrepreneurial teams. The current research conducted empirical tests with SPSS and PROCESS macro to test the hypotheses.FindingsEmpirical results from a two-wave survey of 91 entrepreneurial teams in China reveal the detrimental effects of entrepreneurial resilience. In the context of team entrepreneurship, the diversity of a team’s entrepreneurial resilience negatively impacts entrepreneurial performance by impairing the quality of TMX. Moreover, the indirect effect of TMX is strengthened in more hostile environments.Originality/valueExisting studies have mainly focused on the positive side of resilience. However, based on the similarity-attraction theory, this study explores the potential adverse effects of the structural characteristics of entrepreneurial team resilience from the perspective of team-member exchange (TMX). This study enriches the literature on resilience by demonstrating how resilience functions in new venture teams and challenges the assumption that resilience is universally beneficial to entrepreneurs. Introducing team members with high resilience in a hostile environment may not always benefit the team, deepening the understanding of entrepreneurial resilience when confronting adversities.

Effect of team-member exchange on team innovative work behavior: a chained double mediation model

Effect of team-member exchange on team innovative work behavior: a chained double mediation model

The Impact Caregiver’ Job Stress on the Safety Management Activities in Elderly Care Facilities: Mediating Effect of TMX(Team-Member Exchange)

The Impact Caregiver’ Job Stress on the Safety Management Activities in Elderly Care Facilities: Mediating Effect of TMX(Team-Member Exchange)

The effects of teacher’s emotional intelligence on team-member exchange and job performance: the moderating role of teacher seniority

AbstractThis study aims to examine the effects of teachers’ seniority, emotional intelligence (EI), and team-member exchange (TMX) quality on their job performance in primary schools. In particular, the mediating role of TMX on the relationship between EI and job performance, and the moderated mediating effect of teacher seniority on EI-TMX-job performance relationships were scrutinised. Data were collected from 387 teachers of primary schools in Taiwan. The SPSS PROCESS macro and structural equation modelling (SEM) were applied to test the hypotheses using SPSS 26.0. The research findings indicated that primary teachers’ EI positively affected their TMX and job performance. The findings also provide empirical evidence for the positive mediating effect of TMX on the relationship between EI and job performance, as well as the negative moderating effect of teachers’ seniority on the linkage between EI and TMX. Recommendations are made on the enhancement of teachers’ EI and the relationship of TMX in teachers’ professional development programs, educational policies, and practice.

“I will learn from my mistakes if we are close and supportive”: a moderated-mediating model of learning from mistakes

PurposeThis study aims to identify the antecedents of learning from mistakes within the student group work setting. Specifically, this study provides empirical evidence of how team–member exchange (TMX) positively leads to learning from mistakes via person-focused interpersonal citizenship behaviours (ICBs) and of the boundary condition of intellect of this indirect relationship.Design/methodology/approachCross-sectional survey data were collected from 189 new business undergraduate students at a Hong Kong higher education institute. PROCESS Macro (Hayes, 2013) and bootstrapping with 5,000 resamples were conducted to analyse the moderated mediation model.FindingsThe authors found that high levels of TMX within a group positively related to person-focused ICBs and learning from mistakes. Moreover, the bootstrapping results showed that there was an indirect effect of TMX and learning from mistakes via person-focused ICBs. The presence of students with high intellect strengthened this indirect relationship.Originality/valueWhereas many studies have examined the development of students’ employability skills, most have ignored the importance of learning from mistakes, which is considered to be a soft employability skill and an important attribute in the workplace. Moreover, the factors that facilitate students’ learning from mistakes are unclear. This study is the first to identify the antecedents of learning from mistakes by adopting social exchange, reciprocity and social information processing (SIP) theories.

Leadership Styles and Turnover Intentions of Public Secondary School Teachers in Dodoma, Tanzania: The Mediating Role of Team-Member Exchange

Using a survey study design with 133 public secondary school teachers in Dodoma, this paper explores the relationship between leadership style (both Transformational and Transactional) and teachers’ turnover intentions with mediating effect of Team Member Exchange. The study found that teachers’ turnover intentions have a negative relation with transformational leadership style, while transactional leadership style has a positive relationship. Also, TMX was observed to have a positive relationship with transformational leadership style, while transactional leadership style has a negative relationship. Despite teachers’ turnover intentions and TMX being observed to have a negative relationship, there was no mediating effect of TMX on transformational leadership style and teachers’ turnover intentions. At the same time, there was a negatively mediating effect of TMX between transactional leadership style and teacher turnover intentions. The findings of this study provided insight into a leadership style that may be used to motivate and encourage teachers to work even more complex and reduces turnover intention. The findings can help develop strategies and programmes for heads of schools to improve their leadership styles that would enable the retention of public secondary school teachers.

Employee Performance of Life Insurance Companies:The Mediating Effect of Organizational Citizenship Behavior

This study aims to determine the impact of employee leadership and team member exchange through organizational citizenship behaviour on the employee performance of foreign life insurances. This research uses the purposive sampling method for selection. One hundred sixty respondents are participating in the research used to test the model studied. The data is collected using a questionnaire and then analyzed using the SEM AMOS program. This study showed that servant leadership positively affects organizational citizenship behavior, team member exchange, and employee performance. While team member exchange has a positive and significant impact on organizational citizenship behavior, team member exchange has a negative and significant effect on employee performance. Subsequently, organizational citizenship behavior positively and significantly impacts employee performance. The mediating effect indicated that team member exchange and servant leadership influence organizational citizenship behavior and affect employee performance. The study's results imply that when employees perform beyond their jobs (organizational citizenship behavior roles) and engage in team member exchange, they have quality social communication with the workgroup members. Additionally, employees who work under servant leadership can develop strong personal bonds. Employees with low levels of autonomy in their work can improve performance if mediated by organizational citizenship behavior.

Dark traits, social loafing and team member exchange: who slacks and when?

PurposeThis paper aims to examine the workplace team member self-reported social loafing (SL) in relation to the dark triad personality traits of Machiavellianism, narcissism and psychopathy. The moderating effect of team member exchange (TMX), a social contextual factor, on each proposed dark trait-SL relationship was also examined. A person X situation interactionist perspective was adopted.Design/methodology/approachAmerican employees were recruited to complete surveys consisting of previously published, validated and reliable scales. Correlations and hierarchical regressions were used to test the study hypotheses.FindingsAs hypothesized, all positive dark trait-SL relationships were supported. TMX moderated the Machiavellianism-SL and psychopathy-SL relationships, as hypothesized. Unexpectedly, TMX was not found to moderate the narcissism-SL relationship.Originality/valueFindings imply increased managerial monitoring costs when supervising employees with elevated levels of dark traits. This is especially so when workers are assigned to team tasks and SL is a concern. To alleviate loafing tendencies, the nurturing of high-quality TMX relations among employees with elevated levels of traits Machiavellianism and psychopathy likely moderates the positive Machiavellianism- and psychopathy-SL relations. The emerging SL literature that accounts for both personality and situation, the dark trait-deviant workplace behavior literature stream and research evidencing the ability of TMX to remedy problematic characteristic behaviors are all extended by the present research.

Is knowledge a tenement? The mediating role of team member exchange over the relationship of big five personality traits and knowledge-hiding behavior

PurposeThe organizational success to achieve and maintain its competitiveness is ascribed in the effectiveness of its knowledge management (KM) system, which depends on its employees’ impetus to exhibit knowledge sharing behavior. When an employee hides knowledge, an organization somewhat loses its part of knowledge, which causes loss to the organization eventually. This study aims to examine the impact of personality traits and one’s ethnicity on knowledge hiding behavior (KHB) by focusing on mediating role of team member exchange (TMX).Design/methodology/approachA total 308 questionnaires are collected from the public sector organizations (Livestock and Dairy Development Department, Punjab, Pakistan), out of them 300 are used in the analysis. Through Google e-survey form, cross-sectional data using convenience sampling are collected from the Gazetted officers (managerial level) of the department.FindingsThe paper provides empirical insights about three personality traits, i.e. openness, conscientiousness and neuroticism, and ethnicity have positive relation with KHB, whereas TMX as a mediator converts this positive relation into negative. Remaining two personality traits, i.e. extraversion and agreeableness, have negative relation with KHB, whereas TMX as a mediator strengthens this negative relationship with KHB.Research limitations/implicationsThe broad context of research and large number of items made it difficult to collect the responses. In future studies, 50 items of big five should be replaced with mini scale. Empirical explanation of the relation between ethnicity and knowledge hiding is an addition to body of knowledge in general, particularly in context of Pakistan.Practical implicationsThis study has the power to help managers in managing their team members and to understand what kind of personality and social group involvements promote knowledge sharing culture within the organization.Originality/valueTo broaden the understanding of KM domain, this study adds value in the relationship between big five personality traits, ethnicity and KHB of employees by finding the mediating effect of TMX in the context of Pakistani organizations.

항공사 객실승무원 리더의 정치적 기술이 팀 구성원 교환과 팀 몰입에 미치는 영향

Airlines need efficient human resource management to improve service quality in order to cope with increasing passenger demand. In particular, the leader's political skill (LPS) is important in a team system that is highly dependent on airline cabin crew members. However, little research has been conducted on how social astuteness, interpersonal influence, networking ability, and apparent sincerity, which are the sub-factors of the airline cabin crew LPS, influence team-member exchange (TMX). Also, in the airline cabin crew team system, it is important to perceive TMX positively and trust team members, and to be committed in the team members. In this respect, the purpose of this study is to examine the effect of airline crew LPS on TMX in detail, the effect of TMX on team commitment, and additionally the moderating effects of airline crew position level between airline crew LPS, TMX, and team commitment. To this end, a survey was conducted with airline crew in Korea from November 27, 2018 to January 15, 2019 using self-administered questionnaire. A total of 290 questionnaires were used in the analysis. The results of this study reveal that four sub-factors of airline cabin crew LPS(social astuteness, interpersonal influence, networking ability, and apparent sincerity) had a positive impact on TMX which, in turn, positively influenced team commitment. The results also show that position level played significant moderating roles in this relationships between LPS, TMX, and team commitment. The findings of this study provided academic and practical implications for effective management strategies for airline cabin crew members.

Effect of Team-Member Exchange on Turnover Intention: A Cross-Cultural Perspective on a Selected Aspect of Employee Engagement

Research indicates that engaged employees demonstrate higher job satisfaction and lower turnover intention. However, employee engagement itself is influenced by and consists of a number of different factors. This study focuses on one specific aspect of employee engagement: the social interaction of team-members (i.e., team-member exchange, TMX) as a source of employee engagement. Drawing on social exchange theory, social information processing theory, and engagement literature, we investigate the role of societal culture on TMX, and we argue that the negative relationship of TMX and turnover intention is stronger in cultures high in collectivism and high in power distance. We combined the individual-level data of 6,664 employees from 14 countries with country-level data regarding the cultural values collectivism and power distance. Multilevel analysis supported the hypothesis that culture moderates the relationship between TMX and turnover intention such that the effect was stronger in cultures high in collectivism. However, power distance did not moderate the relationship between TMX and turnover intention. This study contributes to the research field by adding a cross-cultural perspective and testing country-level moderation effects. The practical implications of our findings are discussed.

Dual-level Proactive Personality and ostracism

Current literature remains largely mute regarding the effects of proactive personality on the dark side social behaviors, among which the undermining from peers is a typical one. This study fills in this gap by examining how an employee’s proactive personality influence his experienced ostracism from peers, and how such relationship is contingent on the whole team’s proactive personality. Further, we propose that team-member exchange (TMX) act as mediators in dual level relationships between proactive personality and ostracism/undermining, specifically, the effect of individual proactive personality on ostracism and the effect of team proactive personality on team undermining. Using data collected from service industry in China, we found that individual level TMX mediates the relationship between proactive personality and ostracism; team level TMX mediates the negative relationship between team proactive personality and team undermining; the positive effect of proactive personality on TMX and the negative effect of proactive personality on ostracism are both stronger under low team level proactive personality; the negative effect of TMX on ostracism is stronger under low level of team TMX.

Team-member exchange, voice behavior, and creative work involvement

PurposeThe purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement.Design/methodology/approachA total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement.FindingsResults from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement.Practical implicationsThe findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees.Originality/valueThis paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

Status matters: The moderating role of perceived newcomer status in leader and coworker influences on challenging organizational citizenship behaviour

Organizations often fail to encourage employees, especially newcomers, to come forward with their suggestions and implement changes to improve the status quo, that is, to engage in challenging organizational citizenship behaviour (C-OCB). In order to be able to stimulate these behaviours from the outset and throughout a career a better understanding of contextual antecedents of C-OCB is needed. This study investigates how leaders and coworkers might facilitate C-OCB of employees ( N = 266) with varying perceived newcomer status. Results revealed positive main effects of coworker variables (team-member exchange and coworkers’ C-OCB) but not of empowering leadership on C-OCB. Perceived newcomer status had a negative main effect on C-OCB and moderated the effects of both coworker variables: the positive effect of team-member exchange on C-OCB was stronger for those with higher compared to those with lower perceived newcomer status. Conversely, the positive effect of coworkers’ C-OCB on participants’ C-OCB was stronger for those with lower compared to those with higher perceived newcomer status. These findings provide evidence for the important role of coworkers in addition to leaders for understanding C-OCB.

ICT기업에서 가족친화적 조직문화, 내재적 동기부여, TMX, 창의성의 관계

This paper investigates the relationships among family-friendly culture, intrinsic motivation, team-member exchange(TMX), and creativity in ICT(information & communication technology) company. Also the study investigates the moderator effect of TMX and the mediator effect of intrinsic motivation in the relationships between family-friendly culture and creativity. A structural equation modeling(SEM) was employed to test the hypotheses. Using survey data collected from 229 R&D department and support personnel in ICT company. The main finding of this study was as follows: First, a family-friendly culture had a negative effect on employee creativity. Second, intrinsic motivation had a positive impact on employee creativity. Third, a family-friendly culture had a positive effect on intrinsic motivation. Fourth, intrinsic motivation mediated effect on the relationship between a family-friendly culture and employee creativity. Fifth, the positive relationships between a family-friendly culture and intrinsic motivation were stronger when TMX was high rather than low. In particular, this review concludes with implications for future research, limitations of this study, and practical application.

Leader-Member Exchange And Team-Member Exchange: The Roles Of Moderators In New Employees’ Socialization

Studies of new employees’ socialization have largely concentrated on met and unmet expectations and their associated socialization outcomes. Academic researchers have suggested that interaction of the nature of leader-member exchange (LMX) and team-member exchange (TMX) between newcomers and their social and organizational contexts during the assimilation process should be examined. However, few studies have focused on the moderating factors that are expected to link the relationship between unmet expectations and socialization outcomes. The objective of the study is to explore the underlying job motivation factors and to determine the hypothesized moderating effects of TMX and LMX on the socialization outcomes. A sample of 417 new employees in hotels, travel agencies, and airlines in Hong Kong responded to a self-administered questionnaire. The results show that TMX produced a moderating effect on organizational commitment and LMX on turnover intentions. Implications for developing good interrelationships between coworkers are discussed.