Role Of Team Reflexivity Research Articles

The Dark Side Effect of Entrepreneurial Resilience Diversity on Pivoting: The Role of Team Reflexivity.

Resilience is widely recognized as a form of psychological capital that helps entrepreneurs cope with challenges in the face of adversity by actively adjusting business strategies. Prior research has investigated the effect of resilience on pivoting, which is an important entrepreneurial decision to forgo the original business opportunity and exploit new opportunities. Despite the increasing empirical evidence on the effect of resilience on strategic changes and the pivot, the literature may have overstated the benefits of entrepreneurial resilience while neglecting its potential dark sides. Hence, the current study focuses on the structure of resilience within an entrepreneurial team and introduces the concept of resilience diversity. Drawing from sensemaking theory, we develop a research framework that investigates the dark-side effects of resilience diversity on team reflexivity and pivoting and the moderating effect of environmental hostility. Empirical results from a two-wave survey of 112 entrepreneurial teams in China reveal that resilience diversity negatively affects pivoting by impairing the quality of team reflexivity. Moreover, the mediating effect of team reflexivity is strengthened in hostile environments. These findings contribute to the literature on entrepreneurial resilience, pivot, and team reflexivity, and provide important practical implications for entrepreneurial teams.

Leader humility and team innovation: The role of team reflexivity and team proactive personality

SummaryDespite the recent surge of research on leader humility, it remains unclear how and when teams benefit from it. Drawing on social cognitive theory, we propose a moderated mediation model that we test using multisource, time‐lagged data collected from 71 teams in a university‐affiliated hospital. We find that humble leaders indirectly enhance team innovation via greater team reflexivity. Additionally, we consider the average level of proactive personality of team members as a boundary condition of the positive effect of leader humility. Our results show that leader humility prompts team reflexivity only when team mean level of proactive personality is high, which in turn increases team innovation. Bridging social cognitive theory with research on humble leadership in teams, our study offers important implications for both theory and practice.

Towards Team Engagement Through Team Empowerment: Moderating Roles of Team Reflexivity and Team Orientation

The article investigates the role of team empowerment in enhancing team engagement by collecting data from 33 teams comprising of 330 individuals from IT/IT-enabled services (ITES) organizations belonging to the Delhi-NCR region of northern India. The research findings established a positive association between team empowerment and team engagement, as was hypothesized. Team reflexivity and team orientation moderated the association between team empowerment and team engagement. The study draws the attention of management towards designing their vision and mission in such a manner that the employees take ownership and feel a sense of pride in being a part of the organization. Perceptions about team oriented behaviour and team reflexivity will help the employees, in particular, and the organizations, in general, compete in the journey towards excellence. Not much evidences to study team empowerment, specifically in the context of virtual teams, and its beneficial outcomes have been found in literature in Asian milieu. In this context, this is a significant and critical attempt to investigate the linkages between team empowerment and teamwork engagement and any moderating role of team reflexivity and team orientation in the above stated relationship.

The Impact of Suppliers’ Promotive Voice Behavior on Supply Chain Resilience: The Mediation Role of Team Reflexivity, Critical Reflection and Supply Chain Innovation

The Impact of Suppliers’ Promotive Voice Behavior on Supply Chain Resilience: The Mediation Role of Team Reflexivity, Critical Reflection and Supply Chain Innovation

Ethical leadership and corporate board effectiveness: The role of team reflexivity and environmental dynamism.

Ethical leadership and corporate board effectiveness: The role of team reflexivity and environmental dynamism.

Learning through time: the role of team reflexivity and virtuality in decision-making teams

PurposeThis paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.Design/methodology/approachStudy 1 regarded 210 individuals (N = 44 teams) executing five decision-making tasks. Study 2 regarded 60 individuals (N = 20 teams) executing four decision-making tasks. Study 1 was longitudinal, with no experimental manipulation. Study 2 had an experimental longitudinal design comprising two between-team manipulations: medium of communication and team reflexivity; the outcome was team performance improvement.FindingsStudy 1’s results show that team reflexivity positively moderates the effect of virtuality on team performance improvement over time. Study 2’s results shows that a reflexivity manipulation benefits face-to-face teams more so than virtual teams, probably because team reflexivity is more effective when media richness is high.Originality/valueThe implications of reflexivity’s lack of effect in low virtuality (Study 1) and high virtuality (Study 2) teams are discussed. This study contributes to the team learning and virtual teams’ literatures by expanding current knowledge on how team reflexivity can facilitate team learning under face-to-face versus virtual communication conditions.

Why does task conflict influence team creativity?

Although task conflict is usually seen to be beneficial to team creativity, the relationship is still unclear because of the mixed results. This research investigated why task conflicts resulted in some positive outcomes in terms of team creativity. Drawing on minority dissent theory, this study examined the conflict-creativity relationship by focusing on the mediating role of team reflexivity. We collected the sample data from 338 employees and 67 supervisors (67 teams) across three different sectors (banking, pharmaceuticals, and insurance) in Pakistan to support our hypotheses. We used bootstrapping analysis and the Sobel test to check for the mediation analysis. The results indicated that task conflict increases team reflexivity, team reflexivity facilitated team creativity, and thus, task conflict positively influenced team creativity via team reflexivity. The theoretical and practical implications of this study plus future directions are further discussed. 

Does a Different Cognition Create Something New? The Effect of Cognitive Diversity on Innovation

Drawing on the elaboration-categorization model, this study explored the link between cognitive diversity and innovation work behavior (IWB) by focusing on the mediating role of team reflexivity an...

The role of team reflexivity as a mediator between project management skills, task familiarity, procedural justice, and product performance

AbstractEven though the importance of team reflexivity in new product development (NPD) has been well noted in the literature, little attention has been paid to its determinants. Based on the resource-based view, this study proposes that project management skills, task familiarity, and procedural justice are useful to improve team reflexivity. As such, this study also examines the influences that these antecedents and team reflexivity have on NPD. A research framework is proposed along with 10 major hypotheses. To test these, data were collected from 186 team members from NPD teams in Taiwanese high-tech firms, and the partial least square results of confirm that all three of the proposed antecedents have direct impacts on team reflexivity and NPD performance. Task familiarity had the highest mediation effect on the influence of project management skills on NPD performance, followed by team reflexivity and procedural justice. Since previous studies largely ignored the effects of antecedents on team reflexivity and NPD performance, this study provides useful insights for both academics and practitioners.

Development and validation of the REMINT: a reflection measure for individuals and teams

ABSTRACTA growing number of studies have investigated the role of team reflexivity, the extent to which teams reflect on and adapt their functioning. However, the way team reflexivity has been conceptualized and operationalized reveals several weaknesses, in particular the conception as a unidimensional construct. To provide greater conceptual clarity, we therefore propose a team reflexivity framework that integrates four interacting but distinct reflexive processes. In four studies, we focus on reflection as a fundamental reflexive process, and develop and validate an extended multidimensional reflection measure that captures the relevant dimensions of quality and quantity of reflection and the key transition processes of information seeking and information evaluation. Moreover, in order to delineate two common composition methods, we develop and validate a direct consensus and a referent-shift consensus version of the reflection measure. Data collected from a total of 803 students and employees in four studies revealed excellent construct validity, as well as good nomological validity (Studies 1 and 2). Furthermore, we found evidence of the criterion-related validity at the team level (Study 3) and the individual level (Study 4). Together, the results demonstrate the effectiveness of our measure, revealing consistent relations with outcome measures and diverse behavioural indicators across different contexts.

Promoting Engagement: Exploring the Role of Team Reflexivity and EBM in Global Consulting Teams

In global consulting firms, teams are the basic organizational unit for carrying out client assignments. The effectiveness of teams depends on many factors including team management and the approac...

How Authentic Leadership Enhances Group Outcomes: The Role of Team Reflexivity

Despite the prevalence of teams in organizations and recent calls to investigate the effects of authentic leadership that look beyond the individual level of analysis, the mechanisms through which authentic leaders influence group processes and outcomes remain largely underexplored. To address this gap, we adopt the perspective of self-regulation theory to examine the role that authentic leaders have in developing the specific team regulatory process of reflexivity. Given that the four defining dimensions of authentic leadership are self-regulatory in nature, we hypothesize that authentic leadership will be associated with team performance via the mediating mechanism of team reflexivity. Using survey data from 53 teams in three organizations in the United Kingdom and Greece, results indicated a significant, fully mediated relationship between authentic leadership and team reflexivity, which in turn predicted team effectiveness and productivity. These results constitute a first step towards a clearer understanding of how authentic leaders may influence not only interpersonal processes, as established in previous studies, but also task-related team processes, particularly during phases of transition, in order to leverage team performance outcomes. Our findings thus afford leaders with alternative practical strategies for fostering team performance that are underpinned by the practice of reflexivity. A number of avenues for further research are identified which build upon the findings of the present study.