Group Task Cohesion Research Articles

사회인야구리그 참여 동호인의 팀 지원인식이 스포츠몰입과 팀 응집력에 미치는 영향

The purpose of this study was to investigate the influence of perceived team support on sport commitment and team cohesion in social baseball league participants. The subjects were the students who participated in the social baseball league. A total of 299 questionnaires were collected and analyzed through frequency analysis, exploratory factor analysis, confirmatory factor analysis, reliability analysis, correlation analysis and multiple regression analysis. The results of the study were described as followed: First, the team support awareness of the participants in the league had a significant influence on both cognitive and behavioral commitment of sports commitment. Second, team support recognition of the participants in the league had a significant influence on team cohesion of group social cohesion, group task cohesion, and individual cohesion. Lastly, while cognitive commitment of sport commitment had a significant influence on team cohesion of group social cohesion, group task cohesion, and individual cohesion, behavioral commitment of that showed a significant influence on group social cohesion and individual cohesion.

Volunteers Managing Volunteers: The Role of Volunteer Board Members’ Motivating and Demotivating Style in Relation to Volunteers’ Motives to Stay Volunteer

Against the background of declining volunteering rates in nonprofit and voluntary organizations, this study examined the relationship between the volunteer board members’ (de)motivating style and factors that influence volunteers’ motives to stay volunteer, i.e., volunteers’ motivation and group-task cohesion. To this end, we relied on Self-Determination Theory. Results indicated that the volunteers’ perception of the board members’ motivating style was positively related to volunteers’ autonomous motivation and perceived group-task cohesion via experienced need satisfaction (i.e., a bright pathway), whereas the board members’ perceived demotivating style was positively related to controlled motivation and amotivation via experienced need frustration (i.e., a dark pathway). Implications for volunteer management are illustrated with concrete examples.

TeamSense

Continuous monitoring with unobtrusive wearable social sensors is becoming a popular method to assess individual affect states and team effectiveness in human research. A large number of applications have demonstrated the effectiveness of applying wearable sensing in corporate settings; for example, in short periodic social events or in a university campus. However, little is known of how we can automatically detect individual affect and group cohesion for long duration missions. Predicting negative affect states and low cohesiveness is vital for team missions. Knowing team members' negative states allows timely interventions to enhance their effectiveness. This work investigates whether sensing social interactions and individual behaviors with wearable sensors can provide insights into assessing individual affect states and group cohesion. We analyzed wearable sensor data from a team of six crew members who were deployed on a four-month simulation of a space exploration mission at a remote location. Our work proposes to recognize team members' affect states and group cohesion as a binary classification problem using novel behavior features that represent dyadic interaction and individual activities. Our method aggregates features from individual members into group levels to predict team cohesion. Our results show that the behavior features extracted from the wearable social sensors provide useful information in assessing personal affect and team cohesion. Group task cohesion can be predicted with a high performance of over 0.8 AUC. Our work demonstrates that we can extract social interactions from sensor data to predict group cohesion in longitudinal missions. We found that quantifying behavior patterns including dyadic interactions and face-to-face communications are important in assessing team process.

The Path to Independence: Board Cohesion, Cognitive Conflict, and Information Sharing

ABSTRACTCorporate boards in America are dominated currently by outside directors because of the belief that they are more effective at monitoring management. There continues to be debate, however, concerning whether regulators should dictate board composition using input-based attributes of directors such as outside status. Opponents contend that board independence is best established through applying voluntary best practices to board processes. In this research, we study board processes and examine how the group task cohesion that is determined by directors' social similarity affects outside directors' reports that the CEO influences their beliefs, a key element of director independence. We propose that the degree of social similarity (similarity as to backgrounds) between outside directors and other directors is positively related to the degree of commitment directors have toward the board's tasks. We show that this task commitment (cohesion) has a positive effect on directors' efforts to obtain and receive information from the firm and CEO. Additional analyses show that the effect of information sharing on the level of CEO influence of outside directors depends on the presence of cognitive conflict—constructive discussion among directors regarding differing viewpoints—between the outside directors and the inside directors. We test our hypotheses using a survey, which was developed based on in-depth field interviews, and the archival data on directors' attributes as well as firm-level outcomes. Results support the hypotheses, and have implications for regulators and boards.

Role of face‐to‐face and computer‐mediated communication time in the cohesion and performance of mixed‐mode groups

Although the rapid development of information technology has led to the increasing use of computer‐mediated communication (CMC), few studies have examined the relational aspect of mixed‐mode groups that use both face‐to‐face (FTF) communication and CMC. A field study comprising 42 student groups was conducted to assess the relationships among communication time, cohesion, and performance in mixed‐mode groups. The findings suggest that time spent in FTF communication significantly predicted group social cohesion, but time spent in CMC did not. In contrast, group task cohesion was predicted by time spent in CMC but not by time spent in FTF communication. Time spent in CMC was also a strong predictor of group task performance. These results suggest that FTF communication contributes to the social aspect of mixed‐mode groups and that CMC is beneficial to their task‐related aspect. The findings of mediation analyses showed a significant indirect effect among time spent in FTF communication, group social cohesion, and group contextual performance. In other words, time spent in FTF communication had a positive effect on group social cohesion, which in turn positively affected group contextual performance. However, no mediating effect was found among time spent in CMC, group task cohesion, and group task performance. Theoretical and practical implications of these findings are discussed.

핸드볼 팀의 리더십 행동과 집단 응집성 및 수행인지의 관계

Based on Celladurai`s(1978) multidimensional model of leadership and Carron`s(1982) conceptional model of group cohesion, this study examined the relationships between leadership behavior, group cohesion and perceived performance. The subject consisted of 410(Female＝231, male＝179) players who were elected on schools and colleges, club team by sampling. The statistical techniques used for the analysis of this study were ANOVA and Multiple Regression. The results of the study were as follows： 1. College players was highest of all the handball players in the group-task cohesion and group-social cohesion. 2. The cheap player was higher than the substitute player in the social cohesion. 3. Perceived team performance was difference in sex, school group, and career of team member. 4. Perceived individual performance was difference in player level and career of team member. 5. When the leader emphasized training and instruction behavior, the team increased group-social, group-task and individual-task cohesion. 6. When the leader emphasized democratic and social support behavior, the team increased individual task and group task cohesion.

Exploring the Relationship between Cohesion and Group Resistance to Disruption

Gross and Martin (1952), and Escovar and Sim (1974), proposed group resistance to disruption (GRD) as an alternative conception of cohesion, but the GRD/cohesion relationship has not been empirically examined. In Study 1, this relationship was examined using an extreme-groups design. It was a priori predicted that elite athletes perceiving high team cohesion would also perceive high GRD. The prediction was supported for three of four aspects of cohesion assessed by the Group Environment Questionnaire. Study 2 methodologically extended Study 1 and examined the GRD/cohesion relationship comparatively across physical activity groups. Elite sport, recreational sport, and fitness class groups were assessed. Participants extreme in GRD were predicted on the basis of their cohesion scores. Results indicated that the form and extent of the GRD/cohesion relationship was moderated by group type. In both studies, group task cohesion was positively related to GRD for all samples. The studies represent the first demonstration of this important but neglected relationship.