Team Task Research Articles

Glocalization of Bull Racing: A Program for Preservation Kerapan Sapi as Madurese Local Wisdom

The research-based on three backgrounds such as the competence and experience of researchers related to the context of local wisdom research; the potency of local wisdom in Madura; and the researchers are team teaching of the course physics local wisdom for Undergraduate Program of Physics education. Kerapan sapi is one of Madura's local cultures, which combines art, tradition, and competition. This type of research is a mixed-method with exploratory sequential design. The implementation of this research was carried out in Tengket Village, Bangkalan Regency. Data collection was collected based on observation, documentation studies, interviews, FGD, and questionnaires. The main object of this research is several Kerapan Sapi teams in Tengket Village, especially Trobos Sakti. Several factors for becoming the Kerapan Sapi champion were the division of team tasks, strategies to win, and support from the village government. Trobos Sakti divides his team's tasks into three parts: maintenance, competition, and owner sections; each part has its role. Trobos Sakti has several agendas and strategies for his race cows, such as feeding the cows with grass, exercising, bathing the cows, cleaning the cows' cages, and joining several competitions from regency level to national level. The contribution of Kerapan sapi to education is to open the understanding and application of Kerapan sapi culture to study material, especially physics material, in senior high school.

Who engaged in the team-based assessment? Leveraging EdTech for a self and intra-team peer-assessment solution to free-riding

A STEM-based faculty in an Australian university leveraged online educational technology to help address student and academic concerns associated with team-based assessment. When engagement and contribution of all team members cannot be assured, team-based assessment can become an unfair and inaccurate measure of student competency. This case study explores the design and capacity of an online self and intra-team peer-assessment of teamwork strategy to measure student engagement and enable peers to hold each other accountable during team-based assessments. Analysis of student interactions across 39 subjects that implemented the strategy in 2020, revealed that an average of 94.4% of students completed the self and intra-team peer-assessment task when designed as part of a summative team-based assessment. The analysis also revealed that an average of 10.3% of students were held accountable by their peers, receiving feedback indicating their teamwork skills and behaviours were below the required minimum standard. Furthermore, the strategy was successfully implemented in cohorts ranging from seven to over 700 students, demonstrating scalability. Thus, this online self and intra-team peer-assessment strategy provided teaching teams with evidence of student engagement in a team-based assessment while also enabling students to hold each other accountable for contributing to the team task. Lastly, as the online strategy pairs with any discipline-specific team-based assessment, it provided the faculty with a method that could be used consistently across its schools to support management and engagement in team-based assessments.

Leader humility and team creativity: The role of team creative efficacy and task interdependence

Although research on leader humility is developing into a prominent literature, the majority of studies have focused on the dyadic or individual rather than collective outcomes of leader humility. Thus, our understanding of the influencing mechanisms and boundary conditions of leader humility remains limited, particularly on the collective work outcome of team creativity, which requires more voluntary effort from employees. Drawing on social cognitive theory and social interdependence theory, our study investigates how leader humility promotes team creativity through team creative efficacy, with the moderation of a contextual factor, task interdependence. We used a sample of 84 teams and 393 employees surveyed in two waves of data collection. Overall, our study yields a mediated moderation model in which the positive indirect effect of leader humility via team creative efficacy on team creativity is stronger when team task interdependence is low rather than high. This study extends our understanding of how leader humility may influence work teams collectively and how the effectiveness of such a leader characteristic may be influenced by a structural factor of the work team. Other theoretical contributions and practical implications are also discussed.

I vs. robot: Sociodigital self-comparisons in hybrid teams from a theoretical, empirical, and practical perspective

This article in the journal Gruppe. Interaktion. Organisation. (GIO) introduces sociodigital self-comparisons (SDSC) as individual evaluations of own abilities in comparison to the knowledge and skills of a cooperating digital actor in a group. SDSC provide a complementary perspective for the acceptance and evaluation of human-robot interaction (HRI). As social robots enter the workplace, in addition to human-human comparisons, digital actors also become objects of comparisons (i.e., I vs. robot). To date, SDSC have not been systematically reflected in HRI. Therefore, we introduce SDSC from a theoretical perspective and reflect its significance in social robot applications. First, we conceptualize SDSC based on psychological theories and research on social comparison. Second, we illustrate the concept of SDSC for HRI using empirical data from 80 hybrid teams (two human actors and one autonomous agent) who worked together in an interdependent computer-simulated team task. SDSC in favor of the autonomous agent corresponded to functional (e.g., robot trust, or team efficacy) and dysfunctional (e.g., job threat) team-relevant variables, highlighting the two-sidedness of SDSC in hybrid teams. Third, we outline the (practical) potential of SDSC for social robots in the field and the lab.

A Stakeholder-Centered mHealth Implementation Inquiry Within the Digital Health Innovation Ecosystem in South Africa: MomConnect as a Demonstration Case

BackgroundThe internet is a useful web-based multimedia platform for accessing and disseminating information unconstrained by time, distance, and place. To the health care sector’s benefit, the advent and proliferation of mobile devices have provided an opportunity for interventions that combine asynchronous technology-aided health services to improve the lives of the less privileged and marginalized people and their communities, particularly in developing societies.ObjectiveThis study aimed to report on the perspectives of the different stakeholders involved in the study and to review an existing government mobile health (mHealth) program. It forms part of a study to design a re-engineered strategy based on the best demonstrated practices (considerations and methods) and learned experiences from the perspectives of multiple stakeholders within the digital health innovation ecosystem in South Africa.MethodsThis study used an ethnographic approach involving document review, stakeholder mapping, semistructured individual interviews, focus group discussions, and participant observations to explore, describe, and analyze the perspectives of its heterogeneous participant categories representing purposively sampled but different constituencies.ResultsOverall, 80 participants were involved in the study, in addition to the 6 meetings the researcher attended with members of a government-appointed task team. In addition, 46 archived records and reports were consulted and reviewed as part of gathering data relating to the government’s MomConnect project. Among the consulted stakeholders, there was general consensus that the existing government-sponsored MomConnect program should be implemented beyond mere piloting, to as best as possible capacity within the available resources and time. It was further intimated that the scalability and sustainability of mHealth services as part of an innovative digital health ecosystem was hamstrung by challenges that included stakeholder mismanagement, impact assessment inadequacies, management of data, lack of effective leadership and political support, inappropriate technology choices, eHealth and mHealth funding, integration of mHealth to existing health programs in tandem with Goal 3 of the Sustainable Development Goals, integration of lessons learned from other mHealth initiatives to avoid resource wastage and duplication of efforts, proactive evaluation of both mHealth and eHealth strategies, and change management and developing human resources for eHealth.ConclusionsThis study has only laid a foundation for the re-engineering of mHealth services within the digital health innovation ecosystem. This study articulated the need for stakeholder collaboration, such as continuous engagement among academics, technologists, and mHealth fieldwork professionals. Such compelling collaboration is accentuated more by the South African realities of the best practices in the fieldwork, which may not necessarily be documented in peer-reviewed or systematic research documents from which South African professionals, research experts, and practitioners could learn. Further research is needed for the retrospective analysis of mHealth initiatives and forecasting of the sustainability of current and future mHealth initiatives in South Africa.

Faculty Development Approaches for Life Support Courses: A Scoping Review.

The aim of this scoping review initiated by the Education, Implementation and Teams Task Force of the International Liaison Committee on Resuscitation was to identify faculty development approaches to improve instructional competence in accredited life support courses. We searched PubMed, Ovid Embase, Cumulative Index to Nursing and Allied Health Literature, and the Cochrane Central Register of Controlled Trials to identify studies published from January 1, 1966 to December 31, 2021 on approaches to improve faculty development for life support courses. Data on participant characteristics, interventions, design, and outcomes of included studies were extracted. Of the initially identified 10 310 studies, we included 20 studies (5 conference abstracts, 1 short communication, 14 full‐length articles). Among them, 12 studies aimed to improve instructors/candidates’ teaching ability in basic life support courses. A wide variety of interventions were identified. The interventions were categorized into 4 themes: instructor qualification/training (n=9), assessment tools (n=3), teaching skills enhancement (n=3), and additional courses for instructors (n=5). Most studies showed that these interventions improved specific teaching ability or confidence of the instructors and learning outcomes in different kinds of life support courses. However, no studies addressed clinical outcomes of patients. In conclusion, the faculty development approaches for instructors are generally associated with improved learning outcomes for participants, and also improved teaching ability and self‐confidence of the instructors. It is encouraged that local organizations implement faculty development programs for their teaching staff of their accredited resuscitation courses. Further studies should explore the best ways to strengthen and maintain instructor competency, and define the cost‐effectiveness of various different faculty development strategies.

Implementasi Flutter Framework & Metodologi Lean UX Kanban Dalam Aplikasi Reservasi The Bbalbong

In this millennial era, people are very happy to be able to get food at the restaurant of choice, therefore the number of visitors to the restaurant has increased rapidly, especially during meal times and holidays, many customers are disappointed because they cannot get a place at their favorite restaurant, this will affect the rating of the restaurant and also in the restaurant service process, several problems arise such as customers who wait too long for food menus, and lack of information on the availability of menus. Based on the problems, we make an application for customers can reserve a place and food as a solution. The Applications made using the dart programming language with a flutter framework and the Lean UX KANBAN methodology so that the application is more effective and efficient and focuses on the division of tasks in groups. Flutter Framework is a product from Google that is suitable for application developers who have a focus on UI and UX design, for the methodology used, namely Lean UX Kanban, with the LEAN UX methodology can measure success so that the design and development of system products can be effective in a short time, Kanban methodology also helps in the division of team tasks and prioritizes to be able to speed up the application creation process.

Time After Time: Attachment Orientations and Impression Formation in Initial and Longer-Term Team Interactions.

If securely attached individuals typically exhibit more desirable attributes, can insecure individuals be perceived positively when working in teams despite their interpersonal disadvantages? In an exploratory study, using both a vignette based experimental research design (n = 636) and a round-robin study of professionals working on a team task for nine consecutive weeks (k = 648), we examined the evolving impressions of insecurely attached individuals over time. We find that while anxiously attached individuals are perceived more positively in initial interactions, this initial positive effect for anxious attachment disappeared over time as individuals within teams gained more relational knowledge about their team members. We also found a stable and negative effect of avoidant attachment. We discuss possible reasons for the temporal underpinnings of this effect and compare our findings to previous literature.

Formation of inter-project ties from the sender–recipient perspective: Roles of task interdependence and functional interdependence

Linkages between project teams are critical to project and programme performance. Taking a sender–recipient perspective, we examined the effects of task and functional interdependence on prompting project teams to form ties in the multi-stage programme context. In analysing data of 886 inter-project coordination tasks of a large-scale infrastructure programme in Dubai, findings highlight that the two types of interdependence operate in different ways at different stages of the programme. In the design stage, sender and recipient teams’ task interdependence is negatively related to the formation of inter-project ties, whereas the sender team's functional interdependence is positively related to the formation of inter-project ties. In the construction stage, the sender team's task and functional interdependence are negatively and positively, respectively, related to the formation of inter-project ties. In the handover stage, the formation of inter-project ties is positively influenced by prior ties in the construction stage. This research extends the understanding of inter-project coordination from the project networks perspective, and contributes novel knowledge of inter-project interactions in programme management.

Leader subjective ambivalence: Enabling team task performance via information‐seeking processes

AbstractIn this article, we investigate the effects of leader subjective ambivalence on team performance. Integrating the ambivalence literature and social learning theory, we propose a multi‐level model of whether, when, and why team leaders’ subjective ambivalence enhances team performance outcomes. The results of two laboratory experiments (Studies 1 and 2) demonstrate initial support for the relationship between leader subjective ambivalence and information‐seeking behaviors. The results of a longitudinal field study (Study 3) based on 164 projects (164 leaders and 725 subordinates) show that leader subjective ambivalence has a positive indirect effect on team task performance first through leader information‐seeking behaviors and later through team information‐seeking behaviors. Our results further indicate that project complexity is a boundary condition for the proposed conditional indirect effect of leader subjective ambivalence on team performance outcomes. We discuss the theoretical and practical implications of these findings.

Stationäre Patienten mit der Nebendiagnose Diabetes mellitus: Managementkonzepte

Systematic admission screening of all hospital patients detects previously unknown diabetes mellitus in about 4–14% of cases, and a prediabetic metabolic state in up to one third of patients. In patients with pre-existing diabetes, prehospital metabolic control and the presence of complications are evaluated and additional risk factors for the manifestation or complications of diabetes mellitus during hospital treatment are identified. Based on this initial screening, multiprofessional inpatient diabetes management services and interdisciplinary management standards positively influence medically and economically relevant outcome parameters of inpatients with a secondary diagnosis of diabetes. The tasks of these multiprofessional diabetes management teams should be adapted to the spectrum of care offered by the hospital. For patients with a secondary diagnosis of diabetes mellitus, continuity of diabetes management between inpatient and further outpatient care is essential and must be ensured by specific discharge management.

Tasks of COVID-19 prevention and control management teams at primary health care facilities in mainland China: a nationwide online cross-sectional survey.

BackgroundThis research aimed to investigate the tasks performed by Coronavirus Disease 2019(COVID-19) prevention and control management teams at primary healthcare (PHC) facilities during COVID-19 pandemic across the mainland China.MethodsAn online survey was performed and COVID-19 prevention and control management teams at PHC facilities were invited to participate in this research. The top 7 most important tasks in the three different periods of COVID-19 containment were selected and ranked. Participations of tasks were surveyed.ResultsA total of 998 valid responses (an effective rate of 99.11%) were collected. The respondents were divided into Group A (≤5 respondents within each PHC facility, n1 = 718) and Group B (> 5 respondents within each PHC facility, n2 = 280). The consensus was selected from top 7 most important tasks including screening at travel centers/intervals and screening at entry centers, at-home/centralized quarantine management, transferring, pre-examination/triage and fever sentinel surveillance clinic/fever clinic. Pre-examination/triage and fever sentinel surveillance clinic/fever clinic works became more significant in the regular prevention and control period. Adjusted analysis found that team members of Group A with a college, undergraduate college and graduate school educational background were less involved in pre-examination/triage works (aOR: 0.28; 95%CI: 0.09-0.86, P = 0.026; aOR: 0.30; 95%CI: 0.10-0.90, P = 0.031; aOR: 0.21; 95%CI: 0.05-0.82, P = 0.024). Those who were over the median age were twice more likely to be engaged in managing fever sentinel surveillance of clinic/fever clinic visitors (aOR: 2.18; 95%CI: 1.16-4.08, P = 0.015). Those being specialized in nursing and other specialties were less likely to participate in fever sentinel surveillance of clinic/fever clinic works (aOR: 0.44; 95%CI: 0.24-0.81, P = 0.009; aOR: 0.30; 95%CI: 0.16-0.58, P < 0.001). Those came from central and western China were less likely to participate in centralized quarantine management (aOR: 0.61; 95%CI: 0.38-0.98, P = 0.042; aOR: 0.64; 95%CI: 0.42-0.97, P = 0.037). Team members came from central and western China were twice less likely to participate in screening at travel centers/intervals (aOR: 1.75; 95%CI: 1.14-2.70, P = 0.011; aOR: 1.63; 95%CI: 1.07-2.48, P = 0.024).ConclusionIn mainland China, team members of COVID-19 prevention and control at PHC facilities are mainly responsible for screening, quarantine, transferring and monitoring during the COVID-19 pandemic. Pre-examination/triage and the fever sentinel surveillance clinic/fever clinic were gradually valued. Team members with lower educational background are competent in pre-examination/triage works, but more experienced general practitioners are more likely to be in charge of fever sentinel surveillance clinic/fever clinics work. The necessity of COVID-19 prevention and control management teams to participate in screening at travel centers/intervals is subjected to further discussions.Supplementary InformationThe online version contains supplementary material available at 10.1186/s12875-022-01703-0.

Understanding and predicting the actions decisions of individuals in team and multiagent task contexts

Introduction: Effective team behaviour requires that co-actors reciprocally coordinate their actions with respect to each other and changing task demands. Pivotal to the structural organization of such behaviour is the ability of actors to effectively decide how and when to act, with robust decision-making differentiating expert from novice performance. Indeed, task expertise reflects the trained attunement of actors to information that best specifies what action possibilities will ensure task success1. The current study explored whether state-of-the art Supervised Machine Learning (SML), Long-Short Term Memory artificial neural networks (LSTMNN), and explainable-AI could be employed to model, predict, and explicate the action decisions of expert and novice individuals during team performance. Methods: We modelled the target selection decisions of pairs of expert and novice individuals playing a simulated, fast paced herding game2. For this task, pairs of players controlled virtual herder agents to corral a herd of four virtual cows (targets), dispersed around a game field. We then used the recorded performance data to training LSTMNN, via SML, to predict the future target selection decisions of players. Following model development and validation, we then analysed the resultant LSTMNN models using the explainable-AI technique SHapley Additive exPlanation (SHAP)3 to identify the different sources of task information that defined the action decisions of expert and novice players. Results: Using 1 second task state information sequences, we were able to train LSTMNN models to successfully predict the target selection decisions of both expert and novice players at an average accuracy above 95%. Moreover, accurate target predictions could be made between 640 ms and 2.4 seconds prior to player decisions being enacted or observable within the state input sequence. Another key finding was that the LSTMNN models were expertise specific; when the expertise level of the training and test data was mismatched, prediction performance dropped to near chance levels. The SHAP analysis revealed that this specificity was because experts were more influenced by information about the state of their co-herders and target direction of motion information compared to novices. Discussion: The findings demonstrated how SML trained LSTMNN and the explainable-AI technique SHAP could provide powerful tools for understanding the decision-making process of human actors during team behaviour, including what information best supports optimal task performance. The implications for both basic scientific research and the applied development of task training and decision-making assessment tools are significant. References 1Araujo D, Davids K, Hristovski R. The ecological dynamics of decision making in sport. Psychol Sport Exerc, vol. 7, no. 6, pp. 653–676, 2006. 2Rigoli LM, et al. Employing Models of Human Social Motor Behavior for Artificial Agent Trainers. in Proceedings of the 19th International Conference on Autonomous Agents and Multiagent Systems (AAMAS 2020), 2020, p. 9. 3Lundberg SM, et al. From local explanations to global understanding with explainable AI for trees. Nat Mach Intell, vol. 2, no. 1, pp. 56–67, 2020.

Improving team dynamics for project based learning in pharmacy: A multimodal approach

Background and purposeStudents taking a research elective with project-based course components have shown aversion to group activities. We aimed to minimize group participation hesitancy and give students autonomy in choice of team formation approach in order to examine the effects of team formation approaches on successful team dynamics. Educational activity and settingLearners chose either a student self-selected (SS) or an instructor randomized (IR) team formation approach for two activities (a brief intervention role-play and a review of reviews research symposia presentation). Group development for the different team approaches was studied using the Tuckman model. Using this model, team dynamics was evaluated over five stages of group development: forming, norming, storming, performing, and adjourning. Student reports for each of the phases were evaluated using a project evaluation rubric. For the adjourning phase we used an open-ended survey embedded in the course learning management system. Free text answers from open-ended questions were analyzed for themes related to team dynamics concepts. FindingsStudents rated their satisfaction with team performance higher for SS than for IR teams. In terms of individual learning and satisfaction with individual's roles and tasks, they indicated greater satisfaction with the IR approach. SummaryTeam formation methods impacted group dynamics and individual attitudes with favorable team dynamics leading to better individual task and overall team performance. Higher team performance corresponds to higher grades for group projects and for courses with group projects, favorable team dynamics could impact students' evaluation of the course.

Preference for teamwork, personal interaction and communities of practice: does co-worker support matter?

PurposeCollaboration and preference for teamwork play a fundamental role in strengthening practical completion of team tasks. An organizational culture should facilitate learning systems where knowledge creation occurs through socialization. The purpose of this study is to develop a moderated mediation model, investigating the conditional indirect effect of co-worker support on the relationship between preference for teamwork and communities of practice.Design/methodology/approachQuestionnaire survey was conducted via Google Forms to collect data from 210 employees working in the private and public sector in India. Hayes PROCESS macro models were used for analyzing the mediation of personal interaction and moderation of co-worker support.FindingsThis study showed evidence regarding the mediating role of personal interaction on the relationship between preference for teamwork and communities of practice. Co-worker support moderated the relationship between personal interaction and communities of practice. It also moderated the conditional indirect effect.Practical implicationsThe results approve the substantial role of preference for teamwork in influencing personal interaction and communities of practice. The mediating role of personal interaction on preference for teamwork and communities of practice can lead to creation and sustenance of communities of practice. Furthermore, the moderating role of co-worker support as a conditional indirect effect shows that social support and exchange can lead to social learning.Originality/valueTheoretical explanations and analytical approaches provide insights into the relationship between the preference for teamwork and communities of practice through a conditional indirect effect, a one of its kind of a study.

Towards Housing First and harm reduction: addressing opioid dependence and homelessness in Tshwane during the COVID-19 pandemic

Pandemics can increase mortality and drug-related harms among people experiencing homelessness. The Housing First approach prioritises housing and service access. Harm reduction, a principle of Housing First, minimises the consequences of drug use. This chapter presents lessons learnt from the application of Housing First and harm reduction principles with homeless people in Tshwane, South Africa, between April 2020 and March 2021. Quantitative service delivery data were retrospectively reviewed and analysed using descriptive statistics. Accounts by authors who participated in the COVID-19 response were collectively discussed in relation to the Housing First and harm reduction actors and process. Issues were synthesised in relation to two six-month periods. A task team was established to co-ordinate Tshwane’s response. In the first six months, 1 440 temporary bed-spaces were created at 25 shelters, and 2 066 people at shelters received food, social support and on-site healthcare services. Across shelters, 1 076 residents were started on methadone to manage opioid withdrawal. By the second six-month period, many gains were lost. Changes in political leadership stalled plans to reintegrate people housed in temporary shelters, and reduced funding led to shelter closures. By April 2021, more shelters operated than in pre- COVID-19 times, harm reduction capacitation for shelter staff continued, and local government committed to establish a street homelessness unit. Through a combination of funding and collaboration, progress was made towards Housing First and harm reduction for homeless people in Tshwane. A national policy on homelessness should be developed, funded and implemented. This should be informed by additional research, developed in partnership with affected populations, and built on a common understanding of Housing First and harm reduction.

Task conflict and team performance: roles of expertise disparity and functional background diversity

PurposeThe purpose of this study is to test a contingency model in which the relationship between task conflict and team performance depends on the extent to which team members differ in their levels of expertise and functional backgrounds.Design/methodology/approachData were obtained from 71 student teams that completed a semester-long entrepreneurial project.FindingsThe results support the moderating role of expertise disparity in the process through which task conflict contributes to team performance. Task conflict had a curvilinear effect (inverted-U) on team performance in teams with high expertise disparity. In contrast, in teams with low expertise disparity, the relationship between task conflict and team performance was found to be linear and positive. The moderating role of functional background diversity was not supported.Research limitations/implicationsThis paper shows that the relationship between task conflict and team performance can exist in both a linear and a curvilinear fashion, and that what determines the form of the relationship has to do with a team’s diversity characteristics. The focus of future conflict research should be whether and how teams can realize the possible beneficial effects of task conflict, not whether task conflict is simply good or bad.Practical implicationsManagers may deliberately consider the differences in expertness among members when creating teams or assigning members to a team. Further, they may want to avoid extensive task conflict when a team’s expertise levels are unevenly distributed to lessen expected performance loss.Originality/valueThis study’s examination of the roles of two moderators in catalyzing the processes through which potential effects of task conflict are realized enhances the understanding of equivocal results in conflict research. The empirical evidence that this study provides informs a long-standing debate in the conflict literature – whether task conflict is functional or dysfunctional for teams – in a new, insightful way.

International Bureaucrats and Organizational Performance. Country-Specific Knowledge and Sectoral Knowledge in World Bank Projects

Abstract International organizations (IOs) try to incorporate policy-specific best practices and country-specific knowledge to increase well-informed decision-making. However, the relative contribution of the two kinds of knowledge to organizational performance is insufficiently understood. The article addresses this gap by focusing on the role of staff in World Bank performance. It posits that country-specific knowledge, sectoral knowledge, and their combination positively contribute to World Bank projects. The argument is tested drawing on a novel database on the tenure, nationality, and educational background of World Bank Task Team Leaders. Three findings stand out. First, country-specific knowledge seems to matter on average, while sectoral knowledge does not. Second, there is some evidence that staff that combine both kinds of knowledge are empowered to make more positive contributions to performance. Third, the diversity and relevance of experience, not length of tenure, are associated with more success. The findings contribute to discussions on international bureaucracies by highlighting how differences between the knowledge of individual staff shape their decision-making and performance. IOs could better tap into the existing resources in their bureaucracies to enhance their performance by rotating staff less frequently between duty stations.

Illuminating opposing performance effects of stressors in innovation teams

AbstractDespite the clear relevance of stressors for the creative work performed by individuals, how they affect teams in their ability to innovate is poorly understood. Thus, the question as to what kind of, and by which mechanisms, team stressors may give rise to better innovation team performance needs further consideration. We address this issue by applying the challenge–hindrance stressor framework to the team level of analysis in the context of innovation teams. By integrating insights from social identity theory and the attentional focus model, we highlight the importance of identity‐ and information‐based mechanisms in transmitting the differential effects of challenge and hindrance team stressors on the performance of innovation teams. We test our arguments for two of the most prominent indicators of innovation team performance (i.e., team creativity and team efficiency) in a multi‐informant sample of team members, team‐internal leaders, and team‐external managers from 114 innovation teams. Our findings support the opposing effects of challenge and hindrance team stressors in predicting innovation team performance through the two differential mechanisms. Specifically, for team efficiency, both team stressors come with the cost of team task conflict (i.e., the information‐based mechanism). However, whereas challenge team stressors enhance collective team identification (i.e., the identity‐based mechanism), hindrance team stressors undermine collective team identification, thereby aggravating their already negative effect on team efficiency. In terms of team creativity, our results suggest that both types of team stressors exert their indirect effects solely via the identity‐based mechanism. Implications for research and practice are discussed.

How do TMT conflicts affect exploratory innovation? The moderating effects of team task reflexivity

ABSTRACT Current research about the relationship between TMT conflicts and exploratory innovation is limited, which makes it necessary to contextualise its impact. Building on upper echelons theory and the collective agency perspective, this study proposes that relationship conflicts and task conflicts of TMT members have the opposite effects on exploratory innovation and these relationships change with the variation of team task reflexivity. Results from a sample of 189 Chinese enterprises demonstrate that relationship conflicts hinder exploratory innovation, whereas task conflicts promote exploratory innovation. Furthermore, team task reflexivity has an inverted U-shaped moderating effect on the relationship between TMT conflicts and exploratory innovation. These findings suggest that TMT members should understand the dual effects of TMT conflicts and should learn to engage in team task reflexivity appropriately.