Team Tenure Research Articles

Top management team diversity and adaptive firm performance: the moderating roles of overlapping team tenure and severity of threat

PurposeAlthough strategic scholars have made great effects to exploring the moderating roles of team interaction in explaining the effect of top management team (TMT) diversity, they have adopted seemingly conflicting theoretical perspectives to explain how it works. Drawing on ideas from the threat rigidity theory, the authors integrated these perspectives by proposing a contingency model in which the relationships between TMT diversity and adaptive firm performance depend on the matching between the internal context (i.e. overlapping team tenure) and external context (i.e. severity of threat).Design/methodology/approachThis study sampled 579 Chinese A-share listed companies that have been severely affected by the COVID-19 pandemic, and multilevel linear regression analysis was used to test the hypothesis.FindingsResults provided support for this hypothesis. Specifically, the interaction between TMT age/tenure diversity and overlapping team tenure is significant only when the severity of threat is high, while the interaction between TMT functional diversity and overlapping team tenure is significant only when the severity of threat is low.Originality/valueThe results of this study provide a comprehensive perspective to predict the performance impact of team diversity and contribute to diversity research and practice.

Diversity in online self-organizing teams: longitudinal evidence from an open innovation community

PurposeThe development of information technologies has fueled the emergence of online self-organizing teams that involve members with diverse backgrounds to work on a shared goal voluntarily. However, the differences in members' attributes give rise to diversity. Therefore, the authors’ research is to figure out how diversity affects team performance in the context of online self-organizing teams and how this effect changes over team tenure.Design/methodology/approachThe authors use a dynamic approach to the diversity-team performance relationship and collect a publicly longitudinal dataset on 3,970 collaborative items from 2,550 online self-organizing teams spanning nine years in an open innovation community of an online game.FindingsThe empirical results show that culture separation is negatively related to team performance, and this negative relationship weakens as team tenure increases. While skill variety and contribution disparity are positively related to team performance, and these positive relationships strengthen as team tenure increases.Originality/valueThe study provides a research framework to examine the relationship between diversity and team performance and explore how this relationship varies over team tenure in the context of online self-organizing teams. The results not only demonstrate the double-edged role of diversity in affecting the success of online self-organizing teams but also advance the understanding on the temporal effect of diversity on team performance.

Team Readiness to Change: Reflexivity, Tenure, and Vision in Play

How can teams make sense of a complex organizational transformation and be ready to change? These questions must be addressed as organizations turn towards team-based structures to become more reactive. During organizational transformations, we argue team reflexivity enables team members to share interpretations of changes, leading to the development of team change vision—the overarching sense of direction for simultaneous change initiatives. We further argue that team reflexivity is more effective for teams with greater team tenure dispersion and additive team tenure. We tested and found support for our theory using time-lagged, survey-based data from 70 teams at a Canadian governmental organization. Overall, our study contributes to team readiness to change literature by identifying team reflexivity as a central information-processing activity enabling teams to develop a team change vision during an organizational transformation and by clarifying the effect of team tenure on such activity.

Analysis of the capital structure of startups in light of the tradeoff and pecking Order theories

Purpose: Startups have significant differences compared to other companies. They have many intangible assets (e.g., team tenure and experience of founders), are risky, and tend not to generate profits in their initial years (Heirman & Clarysse, 2007; Weber & Zulehner, 2009). Does the startups’ financing choice also differ from that of traditional companies? We analyzed the capital structure of startups in their first years of life based on the classic tradeoff and pecking order theories. Methodology/approach: We collected data on 40 startups in the city of Ribeirão Preto, São Paulo, Brazil, through a questionnaire on the profiles of the founders, company characteristics, bottom-line performance and financing sources. The data collected covered the year of founding and the three subsequent years. Findings: The results indicated that these startups mainly financed themselves through the founders’ capital in all four years covered. Only in the third year did they start using resources generated internally, indicating pecking order adherence. However, the presence of angel investors and government subsidies contrasted with the absence of bank debt. In line with the tradeoff theory, bank debt was not a viable financing option in the early years of these firms since they had low profitability and high risk. Theoretical/methodological contributions: We offer a theoretical contribution by analyzing the adequacy of traditional financial theories in the specific context of startups. Originality: The finance literature about startups is scarce, and few studies have analyzed these companies from the capital structure theoretical perspective. Social contributions / for management: We provide a panorama of the financing of startups to support their financial planning regarding fundraising.

Belbin’s Team Role Balance and Team Effectiveness in Community Mental Health Teams in an Area of Northwest Ireland: Implications for Leadership

Community Mental Health Teams (CMHTs) have been introduced as an alternative to hospital-based treatment. Their effectiveness and the factors that may influence it have not yet been fully investigated. According to Belbin’s theory, a team is more effective if its members have diverse roles. The aim of this study was to investigate if there is an association between CMHTs’ effectiveness and Belbin’s team role balance. Participants were members of eight CMHTs. The data collected were demographics (age, gender), discipline, years of experience, and team tenure. Also, the following scales were administered: the Belbin Team Role Self-Perception Inventory (SPI) and team effectiveness scale (TES). One hundred and six members participated. A significant correlation between team role diversity and effectiveness was found. Multilevel analysis showed that role diversity and being a doctor were the only two significant independent predictors of team effectiveness. Belbin’s theory is therefore applicable to CMHTs. The more diverse roles the members of a team have, the better the effectiveness of the team. Given that roles can be modified, team leaders need to be aware of the members’ roles and be able to modify them. Thus, they can increase the effectiveness of their teams.

Top Management Team Functional Diversity and Management Forecast Accuracy

SYNOPSISIn this study, I examine whether top management team (TMT) between-member and within-member functional diversity affect management earnings forecast accuracy. Between-member functional diversity refers to the heterogeneity of functional experts on a TMT and within-member functional diversity refers to the aggregate functional breadth of TMT members. I find that both types of functional diversity are positively associated with management forecast accuracy. Further cross-sectional analyses show that these positive associations are significant only when firms face greater information uncertainty, when TMTs are more decentralized, and when TMT members have longer joint team tenure. These findings are consistent with the information-processing perspective that TMT functional diversity can facilitate information processing and sharing and thus improve management forecast accuracy. This study contributes to the literature by shedding light on how TMT members with various functional backgrounds work together in shaping financial disclosure quality.Data Availability:Data are available from the public sources cited in the text.

Performance Shortfall Scope and Emerging Economy enterprises’ Overseas R&D

ABSTRACT Based on the Behavioral Theory of the Firm and upper echelon theory, this study examines the impact of performance shortfall scope on emerging economy enterprises’ (EEEs) overseas research and development (R&D). First, this study suggests that the broader the performance shortfall scope is, the less likely EEEs are to implement overseas R&D. Moreover, this study suggests that top management team (TMT) tenure weakens the negative impact of performance shortfall scope on EEEs’ overseas R&D. Meanwhile, CEO duality enhances the above relationship. Based on the empirical data pertaining to Chinese listed manufacturing enterprises from 2003 to 2020, this study confirms the arguments put forward. This study is the first of its kind to examine the relationship between performance shortfall scope and EEEs’ overseas R&D.

Wearing the Same Jersey? The Impact of Players' Cultural Diversity and Shared Team Tenure on National Soccer Team Performance.

In the present paper, we empirically analyze a dataset from national soccer teams between 2004 and 2019 to investigate the impact of team members' cultural diversity on final team outcomes. Further, we examine the role of shared team tenure as a proxy of tacit knowledge and within team communications in relation to the cultural diversity-team performance relationship. After addressing a potential endogeneity issue, results from multiple instrumental variable estimation methods implied a higher level of cultural diversity enhanced on-field performance. Meanwhile, increased level of shared team tenure further strengthened the effect associated with cultural diversity on team performance.

RESEARCH ON THE RELATIONSHIP BETWEEN THE HETEROGENEITY OF THE TOP MANAGEMENT TEAM(TMT) AND THE TOTAL FACTOR PRODUCTIVITY(TFP) OF ENTERPRISES

In recent years, the huge negative impact of COVID-19 has slowed down economic growth in many countries. Therefore, it is very important to study how to improve the total factor productivity to promote the development of enterprises. Top management team is the core position of an enterprise and has a key influence on total factor productivity. In China, the role of top management teams at listed companies is increasingly valued. This study analyzes the relationship between the heterogeneity of TMT and TFP based on the data obtained from Chinese A-share listed companies from 2007 to 2019. In the empirical study, the comprehensive heterogeneity index, age heterogeneity and tenure heterogeneity of top management team were used as proxy variables to construct a regression model, and the LP method was used to calculate TFP. The results are as follows:The comprehensive heterogeneity index of Top management team Has a significant negative impact on total factor productivity; The age heterogeneity of top management team has a significant positive impact on total factor productivity; Top management team tenure heterogeneity has a significant negative impact on total factor productivity.

Building blocks of idea generation and implementation in teams: A meta‐analysis of team design and team creativity and innovation

AbstractAlthough organizations increasingly rely on teams to innovate, little systematic knowledge exists about how to design teams to do so. Building on the model of collaborative creativity and innovation and synthesizing findings from published and unpublished studies, this meta‐analysis examines the role of team design on team creativity and innovation. We used random‐effects meta‐analysis to cumulate the correlations between different features of team design and team creativity or team innovation from 134 field studies representing 11,353 teams and 35 studies representing 2,485 student teams. We found that team tenure is curvilinearly related, autonomy‐supportive leadership, task interdependence, and goal interdependence are positively related, and demographic diversity and team size are unrelated to team creativity and innovation. Examining meta‐analytic path models, we found that task interdependence and supportive leadership positively relate to team creativity and innovation via team collaboration and team potency. In accounting for the literature, we found a dearth of studies examining team processes, some types of diversity such as racial diversity, and the role of team member turnover. We conclude by providing directions for future research and practical guidance about increasing team creativity and innovation through team design.

The Effectiveness of Community Mental Health Teams in Relation to Team Cohesion, Authentic Leadership and Size of the Team: A study in the North West of Ireland.

Community Mental Health Teams (CMHTs) are increasingly being considered effective models of recovery focused care, however their effectiveness and factors that may affect it have not fully evaluated. Cross-sectional study in Ireland included 106 members from 8 CMHTs. We examined CMHT's effectiveness and the effects of authentic leadership, team cohesion, team members' experience and team tenure on effectiveness, by administering the Team Effectiveness Scale, Authentic Leadership Questionnaire, and Organizational Cohesion Scale. Data on demographics, discipline, years of experience, tenure in the same team, full or partial membership, and number of team members were collected. Results from multilevel regression analysis indicated significant association (p < 0.05) between effectiveness of CMHTs and factors including team cohesion, authentic leadership, size of the team and full membership. Therefore, to increase CMHTs effectiveness, interventions are needed to those areas: a switch to make leadership styles more authentic, to improve team cohesion, smaller team size and full membership.

Helicopter Medical Team Comprehension of Automated Aviation Weather Reporting

<h3>Introduction</h3> Flight into instrument meteorological conditions is a well-known and recurrent factor associated with helicopter air ambulance (HAA) crashes. Individual failures to utilize or understand available information sources can contribute to adverse team outcomes. For medical personnel in HAA vehicles, the automated terminal information service (ATIS) is a real-time weather information source. We evaluated the understanding and application of ATIS weather information by HAA medical personnel. <h3>Methods</h3> Thirteen simulated surface weather observation reports were developed in collaboration with ATP-rated HAA pilots. These were categorized as "appropriate" or "inappropriate" for HAA flight based on published program weather minima and individual expertise. The inappropriate conditions were defined as: low ceiling, low broken ceiling, low visibility, risk for fog, and risk for frozen precipitation. All others were considered appropriate. The reports were recorded with a voice synthesizer in standard ATIS format and sequenced using a random number generator. Basic demographics of participating personnel were collected, including job description (nurse, paramedic) and team tenure (categorized <i>a priori</i> as < 1 year, 1-3 years, and > 3 years). Medical personnel listened to the recordings at previously self-scheduled staff meetings and reported their assessment of appropriate or inappropriate for HAA flight. Descriptive statistics are reported, along with Chi-Square testing for comparisons of categorical variables. <h3>Results</h3> Overall, 33 of 61 medical personnel (54%) correctly categorized 75.3% of the ATIS reports (95% confidence interval 59.1% - 91.5%). Suitable weather conditions were identified with greater accuracy than unsuitable conditions (80.7% v. 66.7%, p = 0.001). Paramedics were more accurate than nurses (75.3% v. 59.9%, p = 0.008). HAA tenure was not associated with performance (73.8%, 74%, and 76.2% respectively, p = 0.88). <h3>Conclusion</h3> HAA medical personnel correctly categorized 75.3% of ATIS reports, and only correctly identified 66.7% of unsuitable conditions. There is an opportunity to improve HAA medical team understanding of available ATIS weather information, particularly in the identification of at-risk weather conditions.

The Moderating Impact of Team Tenure on Team Trust - Team Performance Relationship with Relevance to Executive Level Employees of Sri Lankan Tyre Manufacturing Industry

Even though, many determinants of team performance are found in extended literature, team trust and the moderating effect of team tenure is little investigated in Sri Lankan context, and it has not been studied yet. Bridging the gap in this context, the current study assessed the moderating impact of team tenure on team trust and team performance relationship in Sri Lankan tyre manufacturing industry. The current study was conducted as a cross-sectional study among a sample of one hundred and ninety-two executive level employees selected from four major tyre manufacturing organizations following the stratified random sampling technique. Primary data were collected using a standard questionnaire distributed via Google form. The collected data were analysed with the support the SPSS employing correlation, regression, descriptive statistics and process matrix. It is found that team tenure does not moderate the relationship between team trust and team performance, and also founded that strong positive relationship between team trust and team performance. Moreover, team trust impact positively on team performance and team tenure does not impact team trust and team performance separately. It is recommended to tyre manufacturing organizations to facilitate more open communication and information sharing in order to improve executive level employees trust within teams, which in turn, will affect their team performance. Future researchers can use other variables like organizational support, team diversity, and personality as moderators of their study.

The top management team and enterprise innovation: An empirical study from growth enterprise market listed companies in China

The characteristics of top management teams are one of the main factors affecting the innovation performance of a company. In this study, a fixed effect model is constructed by introducing salary and equity incentives as moderating variables, using growth enterprise market (GEM) listed companies as research samples for empirical analysis to explore the impact of different executive characteristics on enterprise innovation performance and the related influencing mechanism. The results show that the different characteristics of top management teams have different influences on the intensity of research and development (R&amp;D) investment efficiency and innovation output. Importantly, equity incentives play a more significant moderating role than salary incentives. After distinguishing the nature of regions, we found that location factors result in different preferences for executives, which will affect the correlation between executive characteristics and innovation performance. We found that, combined with China's unique political system, the impact of team tenure and education level on innovation performance is opposite based on the nature of property rights. Finally, corresponding management suggestions are made covering three aspects: governance structure, incentive scheme, and measures relating to local conditions.

Contextual Factors Affecting Implementation of In-hospital Pediatric CPR Quality Improvement Interventions in a Resuscitation Collaborative.

Pediatric quality improvement (QI) collaboratives are multisite clinical networks that support cooperative learning. Our goal is to identify the contextual facilitators and barriers to implementing QI resuscitation interventions within a multicenter resuscitation collaborative. A mixed-methods evaluation of the contextual facilitators and barriers to implementation of a resuscitation QI bundle. We administered a quantitative questionnaire, the Model for Understanding Success in Quality (MUSIQ), to the Pediatric Resuscitation Quality (pediRES-Q) Collaborative. Its primary goal is to optimize the care of children who experience in-hospital cardiac arrest through a resuscitation QI bundle. We also conducted semistructured phone interviews with site primary investigators adapted from the Consolidated Framework for Implementation Research qualitative interview guide. All 13 actively participating US sites completed the MUSIQ questionnaire. Total MUSIQ scores ranged from 86.0 to 140.5 (median of 118.7, interquartile range 103.6-124.5). Evaluation of the QI team subsection noted a mean score of 5.5 for low implementers and 6.1 for high implementers (P = 0.02). We conducted 8 interviews with the local QI team leadership. Contextual facilitators included a unified institutional approach to QI, a fail forward climate, leadership support, strong microculture, knowledge of other organizations, and prioritization of goals. Contextual barriers included low team tenure, no specific allocation of resources, lack of formalized QI training, and lack of support and buy-in by leaders and staff. Using mixed methods, we identified an association between the local QI team's strength and the successful implementation of the QI interventions.

Team Leadership and Team Cultural Diversity: The Moderating Effects of Leader Cultural Background and Leader Team Tenure

By bringing team members with different cultural backgrounds together, teams in international business can benefit from cultural diversity and reach higher levels of performance. Cultural diversity also brings challenges, however, and diversity research has identified the need to consider moderating influences in the diversity–performance relationship. Team leadership should be particularly important in this respect and drawing on a theoretical analysis that puts an understanding of cultural diversity center stage, we propose that factors that reflect leaders’ experience with cultural diversity positively moderate the relationship between cultural diversity and team performance. We identify leader cultural background (local vs. foreign to the host culture) and leader team tenure as such factors. We predict that the influence of team nationality diversity (a form of cultural diversity) on team performance is more positive with a leader who is foreign to the host country than with a local leader, and with a leader with longer team tenure. In addition, we predict that the one moderating influence substitutes for the other, such that the effect of leader cultural background is stronger for leaders with shorter tenure with the team. Results from a survey of N = 66 teams ( N = 336 individuals) from a multinational company support these hypotheses and inform our discussion of ways forward in the study of leadership and team diversity.

Firm-specific human capital in different market conditions: Evidence from the Japanese football league

This paper examined how and the extent to which obtaining skills to meet team specific human capital is important to improve football player’s performance by comparing the top league and the second league. Based on panel data of individual players during the 2012–2016 seasons of the Japan Professional Football League (J League), we found; (1) In the top-league, changing team reduced player’s performance and their performance improved as player’s tenure of the team and also tenure of J League increased. (2) returns from acquiring team specific skills on time of play in the game increase and then decrease as years have passed. (3) benefit from moving team depends on the timing of moving, and so rookie players can benefit from moving when team tenure reach 4 years or more. (4) In the second league, neither team tenure nor experience of the professional football player does not influence player’s performance.

Optimal Team Composition: Diversity to Foster Implicit Team Incentives

We study optimal team design. In our model, a principal assigns either heterogeneous agents to a team (a diverse team) or homogenous agents to a team (a specialized team) to perform repeated team production. We assume that specialized teams exhibit a productive substitutability (e.g., interchangeable efforts with decreasing returns to total effort), whereas diverse teams exhibit a productive complementarity (e.g., cross-functional teams). Diverse teams have an inherent advantage in fostering desirable implicit/relational incentives that team members can provide to each other (tacit cooperation). In contrast, specialization both complicates the provision of cooperative incentives by altering the punishment agents can impose on each other for short expected career horizons and fosters undesirable implicit incentives (tacit collusion) for long expected horizons. As a result, expected compensation is first decreasing and then increasing in the discount factor for specialized teams, while expected compensation is always decreasing in the discount factor for diverse teams. We use our results to develop empirical implications about the association between team tenure and team composition, pay-for-performance sensitivity, and team culture.This paper was accepted by Brian Bushee, accounting.

Unraveling the effects of cultural diversity in teams: A retrospective of research on multicultural work groups and an agenda for future research.

Our 2010 Journal of International Business Studies article, “Unraveling the Effects of Cultural Diversity in Teams: A Meta-analysis of Research on Multicultural Work Groups,” attempted to take stock of existing research on cultural diversity in teams, to reconcile conflicting perspectives and past results, and provide a better understanding of the mechanisms and boundary conditions under which diversity affects team outcomes. To guide our analysis, we developed a theoretical framework outlining how cultural diversity leads to both process gains and losses in teams, and specifying the contextual conditions under which diversity contributes to effective team outcomes. We tested our hypotheses in a meta-analysis of research on cultural diversity in teams, encompassing 108 primary studies with a combined sample size of 10,632 work groups. The results suggested that cultural diversity does not have a direct impact on team performance but rather that the effect is indirect, mediated by process variables such as creativity, cohesion, and conflict; and is moderated by contextual influences such as team tenure, the complexity of the task, and whether the team is co-located or geographically dispersed. Unexpected findings raised important questions about the dynamics of diverse teams and underscored the need for further examination. In this Retrospective, we reflect on progress made in research on culturally diverse teams over the last decade, highlight remaining gaps and open questions, and propose an agenda for future research.

Why the Chosen Ones May Not Always Be the Best Leaders: Criteria for Captain Selection as Predictors of Leadership Quality and Acceptance.

There seems to be some initial evidence that team captains are selected based on non-leadership factors such as team tenure, technical abilities, being the daughter of the club president, or playing position. This is concerning since players expect their ideal team captain to have superior motivational and social skills. Adding to this literature on captain selection, the present study investigates relationships between the reasons for which team captains are selected and their (a) perceived leadership quality; and (b) perceived acceptance. To accomplish this, we recruited 450 coaches and 198 players from Flemish football and volleyball teams. Participants evaluated 41 reasons on the extent to which they played a role in the selection of their team captain. Additionally, participants rated their team captain’s leadership quality and level of acceptance. The results consistently indicated that captains who were selected for having good motivational and social competencies were given higher ratings on perceived leadership quality and acceptance by participants. In conclusion, athletes who are motivated, good at motivating others and have superior social skills tend to be better suited for captaincy than those selected based on non-leadership factors.