Team Job Research Articles

The association between team job crafting and work engagement among nurses: a prospective cohort study

BackgroundTeam-level job crafting has been put forward as a method to promote nurses' mental health. However, a longitudinal association is unclear. Therefore, the objective of this study was to investigate the association between team job crafting at baseline and work engagement, work performance, psychological distress, and intention to leave at three-month and six-month follow-ups among Japanese hospital nurses. Also, whether an increase in the team job crafting during 3 or 6 months was associated with an increase in the work engagement during 3 or 6 months of individual nurses was examined.MethodsA multilevel prospective cohort study was conducted. Data were collected from nurses of five hospitals in Japan at baseline (T1) and follow-ups at 3-months (T2) and 6-months (T3). A total of 2,478 nurses were included. The team job crafting scale for nurses and its three subscales were measured for the independent variables. Ward-means were used as ward-level variables. The dependent variables were work engagement, work performance, psychological distress, and intention to leave. Hierarchical Linear Modeling (HLM) was used to examine the multilevel association. The study protocol was registered at the UMIN Clinical Trials Registry (ID = UMIN000047810) (May 22, 2022).ResultsA total of 460 nurses completed the T1 survey (response rate = 18.6%), and data from 391 nurses nested in 30 wards were included in the analyses. The intraclass correlation coefficients (ICCs) at T1 were 0.02 for work engagement and 0.07 for team job crafting. The HLM revealed that ward-level team job crafting at T1 was not significantly associated with work engagement, work performance, psychological distress, and intention to leave at T2 or T3. The ward-level change (T3-T1) of “crafting for the task considering the team’s growth” (subscale for team job crafting) was significantly and positively associated with the change (T3-T1) in work engagement.ConclusionsWard-level team job crafting at baseline did not predict nurses' work engagement, work performance, psychological distress, or intention to leave at a three-month or six-month follow-up. The impact of ward-level team job crafting may attenuate over several months.

Do Team Boundary-Spanning Activities Affect Innovation Performance?

In order to reveal the impact of boundary-spanning activities of cooperative innovation teams on team innovation performance, this paper takes the panel data of 71 cooperative innovation teams from January to November 2022 as the research sample. It introduces intermediary variables (teamwork crafting and individual work crafting) to analyze the impact mechanism of boundary-spanning activities of teams on innovation performance, 71 teams were divided into 41 experimental groups and 30 control groups, and a quasi-natural experiment was conducted on the innovation performance of team boundary-spanning activities using the Double Difference Model (DID). Research has shown that boundary-spanning activities of collaborative innovation teams can promote team innovation performance. Team job crafting has a mediating effect on team innovation performance in boundary-spanning activities of collaborative innovation teams. Team job crafting and individual job crafting mediate between the boundary-spanning activities of collaborative innovation teams and team innovation performance. Further analysis using the double difference model found that compared to teams without boundary-spanning activities, teams with boundary-spanning activities can directly improve team innovation performance. When team reflection is vital and task interdependence is high, it will promote team innovation performance. This research enriches the research on the effects of boundary-spanning activities of collaborative innovation teams, explores solutions based on quasi-nature, and provides a reference for improving the team innovation performance of collaborative innovation teams.

Pandemi Döneminin Türkiye’deki Havayolu Pilotlarının Performansına Etkisi

The aviation industry is one of the sectors that have been adversely affected by the pandemic, both materially and morally. In the early stages of the pandemic, air transport came to a standstill for a long time. The airline industry's inability to do business has had some consequences. Pilots, who are the last link of flight safety, which is an indispensable priority of the airline industry, have been the professional group that directly confronts the material and moral consequences of interrupted flights. When the importance of the flight performance of the pilots is evaluated, the effect of these results on the aviation sector has become suitable to increase geometrically. In this study, it is aimed to reveal the extent to which the pilots are affected by the pandemic conditions and the main reasons for these effects. The method of the study was determined as a questionnaire and one-to-one interviews with flight instructors. 148 pilots participated in the survey and 3 flight instructors were interviewed. According to the results, it has been seen that the group most affected by the effects of the pandemic is the inexperienced first officers who have just started to work and have not gained enough experience yet. It has been seen that every time they come to the cockpit, they perform as if they are sitting in that seat for the first time. It was observed that the least affected were experienced captains. However, in general, since flight is a team job, it has been observed that the workload of experienced captains increases due to inexperienced first officers, which negatively affects flight performance. However, it is thought that it is not reflected in the statistics due to the decrease in the number of flights.

Forecasting Project Success through Project Team Trust: Brazilian Empirical Study

The objective of this study is to analyze the effect of project team trust in project manager on project success and team job satisfaction. The survey method was used to collect data from 101 project team professionals. Data analysis was performed using R software. The results reveal that team trust in a project manager positively influences project success as well as job satisfaction. Organizations can take project manager trustworthiness into account when recruiting and training project managers and throughout the project planning and execution life span.

Participative climate, team job crafting and leaders' job crafting: a moderated mediation model of team performance

PurposeDespite increasing interest in team performance, particularly in team-based work environment, the literature is underdeveloped in explaining the mechanisms that lead to team performance. The purpose of this paper, a team-level research, is to advance the understanding of one of the mechanisms that explains how participative climate relates to team performance by studying the roles of team job crafting and leader job crafting in the process.Design/methodology/approachA moderated mediation model of team performance is tested through causal mediation analysis of the R mediation package using multi-sourced data collected from 250 team members working in 58 teams in the software development industry (about participative climate and team job crafting) and from their respective 58 team leaders (about leader job crafting and team performance) through online survey questionnaires.FindingsThe results indicate that teams with the perception of a higher level of participative climate are more likely to engage in team job crafting, which, in turn, leads to team performance. However, the data do not support the hypothesized moderating effect of the leader's job crafting.Practical implicationsThe findings offer implications for practitioners in designing policies that improve team job performance by better understanding one of the mechanisms through which team performance is improved. The study would potentially guide practitioners on the importance of developing a participating climate in job crafting and team performance.Originality/valueThis study not only contributes to the job crafting literature by introducing participative climate as one of the important antecedents to team job crafting, but also enriches the literature on team effectiveness by explaining and empirically demonstrating the role of team job crafting in the link between participative climate and team performance. To the best of our knowledge, the current study is the first one to conceptualize the role of leaders' job crafting in participative climate, team job crafting, and team performance relationships.

Exploring the Effect of Team-Environment Fit in the Relationship Between Team Personality, Job Satisfaction, and Performance.

This study explores whether team-organization fit (T-O fit) and team-job fit (T-J fit) play a mediating role between team personality, team job satisfaction, and team performance. Conscientiousness and openness to experience are common antecedents of team personality. Additionally, T-O fit and T-J fit are derived from person-environment fit theory, which is used to discuss the interaction between team members and the environment that affects behavior. The research purpose is to understand the factors that affect job satisfaction and performance from a team perspective. This is different from previous studies based on an individual perspective. The research object of this study has 365 respondents from 81 teams in different industries, and the structural equation modeling is applied to the empirical analysis. The research results show that T-J fit has a significant mediating effect on team personality and team job satisfaction. The team job satisfaction has also a significant mediating effect on team personality and team performance. Therefore, when team members recognize their work, they work harder to achieve team job satisfaction and performance. This study suggests that companies not only pay attention to the work abilities of employees, but also understand the fit between them and their jobs.

Opportunity loss: care team job satisfaction and urgent care, emergency department, and hospital costs for patients with cardiovascular disease.

This study evaluates the association between primary care team job satisfaction and urgent care, emergency department, and hospital costs for their patients with cardiovascular disease (CVD). Electronic health record (EHR)-extracted observational study alongside a cross-sectional health care professional survey. A total of 143 health professionals, including physicians and clinical staff, at 5 US primary care clinics participated in a cross-sectional survey about job satisfaction. Urgent care visits, emergency department visits, hospital visit days, and medical costs in the past 12 months for each care team's panel of patients were extracted from the EHR. Three-level hierarchical modelling evaluated the link between team job satisfaction, urgent care visits, emergency department visits, hospital visit days, and medical care costs in the past 12 months for the team's patients with diagnosed CVD. Teams with higher satisfaction with their freedom of work methods, work hours, and income were associated with fewer hospital days (odds ratio = 0.85, 0.72, and 0.81, respectively) and lower medical care costs -$474, -$650, and -$397 per patient, respectively) for their patients with CVD. Overall job satisfaction was not significantly associated with cost of care. Health care employee job satisfaction in primary care is an important factor to consider in efforts to lower medical costs for patients with CVD.

Rethinking the role of team mindfulness in team relationship conflict: A conflict management perspective

SummaryWhy and when does team mindfulness help to reduce team relationship conflict? To answer this question, we develop and test a theoretical model that builds on Deutsch's theory of cooperation and competition. A two‐wave time‐lagged survey was conducted with 68 teams in an airline food service company located in China. The results showed that team mindfulness was negatively related to team relationship conflict via an increased cooperative conflict approach and a decreased competitive conflict approach. Further, high team job demands were shown to weaken the positive direct effect of team mindfulness on a cooperative conflict approach, as well as the indirect effect of team mindfulness on team relationship conflict via a cooperative approach. Theoretical contributions and practical implications are discussed.

Taiwanese study shows job crafting is positively related to innovative work behaviour and relationship is mediated by team psychological Capital

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsResults showed that team-level job crafting had a significant positive effect on IWB. Results also showed that team job crafting had a significant positive influence on the mediator, team PsyCap.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The double-edged sword effects of leader workaholism on team performance

<p id="p00005">Currently, workaholic leaders are prevalent in the workplace, and the relevant research has substantially increased. However, regarding the effectiveness of leader workaholism, researchers have found inconsistent and even contradictory results. In addition, prior research has mostly centered on the effects of leader workaholism at the employee or firm level while ignoring its impacts at the team level. To address these gaps, the current research aims to investigate the double-edged sword effects of leader workaholism on team performance. Based on social information processing theory, we propose that leader workaholism influences team performance through two distinct mechanisms: on the one hand, leader workaholism enhances team job involvement, which has a subsequent positive effect on team performance, and on the other hand, leader workaholism induces team negative affect, which in turn negatively influences team performance. In addition, we also expect that team task significance can mitigate the negative effects and enhance the positive effects of leader workaholism. <p id="p00010">We conducted a multitime, multisource questionnaire survey on a property management company in China. Before collecting the data, all participants were assured that their responses would be confidential and used only for academic research. In Wave 1, the team leader rated his or her workaholism, and team members rated team task significance. In Wave 2 (one month later), team members were asked to complete the questionnaire containing questions on team job involvement and team negative affect. In Wave 3 (one month after Wave 2), general managers were invited to evaluate each team’s performance. The three rounds of data collection resulted in 105 matched team leader-team member responses (105 team leaders, 512 team members), with a 69.08% overall response rate for team leaders and a 61.03% overall response rate for team members. <p id="p00015">Before testing the hypotheses, we conducted a measurement model assessment to verify whether the manifest variables could accurately measure the theoretical constructs. Then, we performed a path analysis through Mplus 7.0. The results showed that leader workaholism was positively related to team job involvement, resulting in higher team performance. However, leader workaholism also heightened team negative affect, thus decreasing team performance. Moreover, team task significance moderated the above two mediating paths. Specifically, when team task significance was higher, the negative mediating effect of team negative affect was attenuated, and the positive mediating effect of team job involvement was enhanced. <p id="p00020">The current research makes essential theoretical contributions and has practical implications. First, this study is among the first to examine the relationship between leader workaholism and team performance, answering the call for more research on the effects of leader workaholism at the team level (Clark et al., <xref xml:base="bibr" rid="b6">2016</xref>). Second, based on social information processing theory, we examine two mechanisms through which leader workaholism affects team performance and demonstrate the coexistence of opposite effects in this process, which is helpful for understanding the complicated relationship between leader workaholism and team performance. Third, we elaborate on the moderating role of team task significance, which provides important insights about the contingency factors that shape the effectiveness of leader workaholism. Practically, we suggest that organizations take a dialectical perspective to consider the role of leader workaholism in team management and adopt selection procedures to identify qualified managers.

A Comparison on Continuous Integration and Continuous Deployment (CI/CD) on Cloud Based on Various Deployment and Testing Strategies

Continuous Integration/Continuous Delivery/Deployment (CI/CD) emphasizes the rapid release of small, incremental changes and the use of automation throughout the development process. CI/CD technique is central to DevOps and key to its success. Consumers expect to have continuous interaction with DevOps team so that they can provide their continuous feedback. DevOps is blending of two terms: development and operations which aims to provide conjoin approach to industry’s software development and operation team job in software development lifecycle. Continuous practices, i.e., continuous integration, delivery, and deployment, are the software development industry practices that enable organizations to frequently and reliably release new features and products. Shows the comparison on deployments. With the increasing interest in literature on continuous practices, it is important to systematically review and synthesize the approaches, tools, challenges, and practices reported for adopting and implementing continuous practices.

Does team cohesion always positively influence team innovation? A chain mediation model

This study explores the chain-mediating mechanism between organizational climate and team job crafting on team cohesion and team innovation behavior, based on the input-mediator-outcome-input (IMOI) theory .Using 229 valid samples, the result shows that team cohesion, organizational climate and team job crafting can significantly positively predict team innovation behavior; team job crafting plays an intermediary role between team cohesion and team innovation behavior; organizational climate and team job crafting play a chain mediating role between team cohesion and team innovation behavior. When other factors are taken into account, team cohesion is not always a positive factor in team innovation behavior This research attempted to combine the organizational factors with the mediating mechanism of team job crafting on team innovation behavior, and provide theoretical and practical guidance for the organizations on team innovation.

Job crafting and psychological capital: a multi-level study of their effects on innovative work behaviour

Purpose This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap). Design/methodology/approach This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2. Findings Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap. Practical implications This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB. Originality/value This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.

Development and validation of the Japanese version of the team job crafting scale for nurses.

Team job crafting, which refers to designing the task, relational, and cognitive aspects of a job, is thought to be beneficial for nurses working in the ward. There are no scales to assess team job crafting among nurses. This study aimed to develop and examine the reliability and validity of a scale to measure team job crafting. Based on literature reviews and interviews, potential items were created. A total of 293 nurses working on 19 wards in two hospitals in Japan were asked to complete a questionnaire twice. A series of exploratory factor analyses (EFAs) were conducted to select the final items. For convergent validity, multilevel correlations were calculated. Cronbach's α and intra-class correlation coefficients (ICCs) were calculated for reliability. A total of 190 participants responded to the baseline survey and 152 responded to the retest. The EFAs yielded a three-factor structure comprising 13 items. The three factors are task crafting considering the team's growth, cognitive crafting for members' respect and reflection of meaningfulness of work, and relational crafting for smooth information sharing. Cronbach's α ranged from.810 to.831, and test-retest ICCs ranged from 0.571 to 0.710. At the individual level, team job crafting had small-to-moderate correlations with individual levels of job crafting, job control, supervisor support, co-worker support, job satisfaction, workplace social capital, and work engagement. The ICC of the team job crafting scores of 0.125 indicated meaningful variation across wards. At the ward-level, nonsignificant but strong correlations were found with workplace social capital, job satisfaction, and psychological distress. This scale showed acceptable levels of reliability and validity. It would be useful in monitoring and improving team job crafting to increase team members' well-being and performance.

Financial performance of fluid teams with undifferentiated member roles: the impact of vertical and horizontal team familiarity

This paper aims to examine how team familiarity, as a social resource accumulated through vertical and horizontal exchanges, in teams with undifferentiated member roles may satisfy the functional needs of a fluid team by facilitating operational effectiveness and contributing to its financial performance.,To analyze how vertical and horizontal team familiarity impacts team financial job performance, this paper collected three years of archival data from a moving services firm yielding a final sample of 306 moving jobs. This paper used a cross-sectional design and structural equation modeling to test the impact of vertical and horizontal familiarity on team financial job performance.,This paper found empirical evidence that vertical team familiarity affects horizontal team familiarity among teams with undifferentiated member roles. In addition, the analysis shows that horizontal team familiarity positively impacts financial team job performance. Finally, the results indicate that team leaders are capable of indirectly impacting financial job performance through their discretion to influence horizontal familiarity.,This study contributes to a more comprehensive understanding of the role of team familiarity in the organizational practices of organizing and assembling fluid teams with undifferentiated member roles. In particular, organizations relying on these types of fluid teams need to appoint the right leaders that, familiar to team members, allocate the right mix of member familiarity to increase team coordination and team performance.

Developing Mindful Organizing in Teams: A Participation Climate is not Enough, Teams Need to Feel Safe to Challenge their Leaders

Mindful organizing (also known as collective mindfulness) is a collective capability that allows teams to anticipate and swiftly recover from unexpected events. This collective capability is especially relevant in high-risk environments where reliability in performance is of utmost importance. In this paper, we build on current mindful organizing theory by showing how two front-line communication and participatory conditions (perceived safety for upward dissent and climate for employee engagement) interact to predict mindful organizing. We shed light on the controversy around mindful organizing’s effect on team’s subjective experience at work by showing that it leads to greater team job satisfaction and thus lowers individual turnover intentions. These relationships were tested using a time-lagged design with two data-collection points using a sample of 47 teams within the nuclear power industry.

Using Persuasion science to improve COVID-19 contact tracing

Using Persuasion science to improve COVID-19 contact tracing

Work Outcomes of Job Crafting Among the Different Ranks of Project Teams

This study examined the effects of job crafting on the work meaningfulness and work engagement of project participants of different ranks. Although previous research has shown that job crafting affects employees’ work outcomes, this topic is under-researched in project management settings. Our findings indicate that work meaningfulness partially mediates the relationship between job crafting and work engagement in the case of project team members and fully mediates it in the case of project managers. They suggest the necessity to apply different means to influence productive project behaviors of the two groups studied. These may include, in particular, changing the approach to job design of project team members and focusing on team job crafting work to build more opportunities to job craft.

Leader humility, team job crafting and team creativity: The moderating role of leader–leader exchange

AbstractDespite an increasing number of studies on leader humility, the relationship between leader humility and team creativity needs further exploration. Using the connectionist network model, we propose that leader–leader exchange (LLX), the upward exchange relationship of a team's direct supervisor, moderates the effect of leader humility on team job crafting, and this in turn affects team creativity. We test our hypotheses using a sample of 286 employees in 59 teams with a multiple‐source, time‐lagged research design. Our conclusions are as follows: (a) for team leaders with high LLX, leader humility is positively related to team job crafting, whereas for team leaders with low LLX, the relationship between leader humility and team job crafting is negative; (b) team job crafting is positively related to team creativity and (c) team job crafting mediates the effect of the interaction between leader humility and LLX on team creativity.

A Cross-Level Investigation of Team-Member Exchange on Team and Individual Job Crafting with the Moderating Effect of Regulatory Focus.

Within the framework of regulatory focus theory, this study examines the issues of job crafting. This study adopts purposive sampling as a means to collect data. A total of 123 teams with 514 members were invited to participate in the survey, and 91 teams with 354 members provided valid questionnaire responses for data analysis. Mplus 7.0 was applied to conduct data analysis and verification. Data analysis demonstrates that (1) team-member exchange (TMX) exerts a positive influence on team job crafting and individual job crafting; (2) team job crafting positively affects individual job crafting; (3) TMX can positively affect individual job crafting via team job crafting; and (4) a prevention focus has a moderated mediation effect on the indirect relationship between TMX and individual job crafting. Based on its findings, this study has both practical and theoretical implications. Academically, it can be regarded as a pioneering academic endeavor. Practically, this study can enhance teamwork, postulate job flow, and promote the quality of member relationships, thus boosting individual job crafting performance.