Team Social Integration Research Articles

A Multilevel Model of Organizational Ambidexterity: The Role of Individuals’ Paradoxical Thinking, Proactive Behavior, and Team Social Integration in the Development of Team- and Organizational-Level Ambidexterity and Performance

A Multilevel Model of Organizational Ambidexterity: The Role of Individuals’ Paradoxical Thinking, Proactive Behavior, and Team Social Integration in the Development of Team- and Organizational-Level Ambidexterity and Performance

Absorptive Capacity and Innovation Outcomes in Teams: The Role of CEO Servant Leadership and TMT Information Exchange Frequency on Team Social Integration, Task Conflict and Knowledge Breadth

Absorptive Capacity and Innovation Outcomes in Teams: The Role of CEO Servant Leadership and TMT Information Exchange Frequency on Team Social Integration, Task Conflict and Knowledge Breadth

Time, Teams, and Task Performance: Changing Effects of Surface- and Deep-Level Diversity on Group Functioning

Time serves as a medium for collaboration in teams, allowing members to exchange personal and task-related information. We propose that stronger team reward contingencies stimulate collaboration. As time passes, increasing collaboration weakens the effects of surface-level (demographic) diversity on team outcomes but strengthens those of deep-level (psychological) diversity. Also, perceived diversity transmits the impact of actual diversity on team social integration, which in turn affects task performance. Results from four waves of data on 144 student project teams support these propositions and the strong relevance of time to research on work team diversity.

TIME, TEAMS, AND TASK PERFORMANCE: CHANGING EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON GROUP FUNCTIONING.

Time serves as a medium for collaboration in teams, allowing members to exchange personal and task-related information. We propose that stronger team reward contingencies stimulate collaboration. As time passes, increasing collaboration weakens the effects of surface-level (demographic) diversity on team outcomes but strengthens those of deep-level (psychological) diversity. Also, perceived diversity transmits the impact of actual diversity on team social integration, which in turn affects task performance. Results from four waves of data on 144 student project teams support these propositions and the strong relevance of time to research on work team diversity.

TIME, TEAMS, AND TASK PERFORMANCE: A LONGITUDINAL STUDY OF THE CHANGING EFFECTS OF DIVERSITY ON GROUP FUNCTIONING.

We hypothesize that as time passes and allows for greater collaboration among team members,the negative effects of surface-level (demographic) diversity are weakened, but the negative effects of deep-level (psychological) diversity are strengthened. We also propose that perceived diversity mediates the impact of actual demographic and psychological differences on team social integration and team task performance. These hypotheses were tested by tracking the development of 144 student project teams over 15 weeks. Theoretical constructs were measured at multiple times using a four-wave design. Data were collected prior to team formation (Time 1)and used to derive surface-level diversity measures for age, race, gender and marital status, as well as deep-level diversity measures for personality (conscientiousness), and values. Measures of collaboration, perceived diversity, and deep-level diversity were collected after teams had worked together for approximately one-third of their designated term (Time 2). ...