| The Relationship Between Collective Efficay and Collective Performance |
| | Whiteoak, John William | Griffith U., Gold Coast | j.whiteoak@gu.edu.au | 61 7 55 948525 |
| | Chalip, Laurence | Griffith U., Gold Coast | j.whiteoak@gu.edu.au | 61 7 5594 8722 |
| | Abstract
Collective efficacy has received increasing empirical attention in the organizational behavior literature.
Research to date has indicated that collective efficacy can have a significant impact on the quality of
group performance. However, a number of issues still require examination. The purpose of the current
study was to examine how the relationship among collective efficacy, goals, and performance changes
over time, as a task is learned by a group. To examine these relationships thirty-two groups of three
managed a simulated organisation for six stages across two sessions. Path modeling, using three stage
least squares was utilized to model the data. Results indicated that collective efficacy is a variable that
derives from task experience. Goals did not impact performance early in the task, but did after both
previous performance and perceptions of collective efficacy were salient. Implications of these findings
and future research direction are discussed.
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| | Keywords: Collective efficacy; Goals; Group performance |
| Disrupting and Repairing Trust in Problem-Solving Groups |
| | Ferrin, Donald L. | U. of Minnesota | dferrin@csom.umn.edu | (612)-626-9705 |
| | Dirks, Kurt T. | Simon Fraser U. | kdirks@sfu.edu | (604)-291-4150 |
| | We examine the development of interpersonal trust in problem-solving groups, focusing on the effect of reward structures on trust, and the perceptual and behavioral processes through which reward structures influence trust. Results from two simultaneous laboratory studies indicate that in low trust groups cooperative reward structures repair trust, while in high trust groups competitive reward structures disrupt trust. Mixed reward structures influence trust in inconsistent yet predictable ways: In low trust groups the effects of mixed reward structures were similar to those of competitive structures, while in high trust groups the effects of mixed reward structures were similar to those of cooperative reward structures.
The effects of reward structures on trust were mediated by group members' perceptions of the alignment of interests within the group, and by their perceptions of the group's performance. Reward structures also influenced group members' problem-solving behaviors (information sharing and lying), however these behaviors did not result in higher or lower levels of trust. The mediation results were consistent across high and low trust groups.
The study provides empirical evidence to support the burgeoning theoretical work on trust. The study also contributes to the cooperation/competition literature by examining the perceptual processes through which objective reward structures influence interpersonal behavior and attitudes. Finally, since reward structures are an element of organization structure that can be changed by managers, the findings suggest a mechanism through which managers may be able to change the levels of trust in their organizations.
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| | Keywords: Interpersonal trust; Problem-solving groups; Reward structures |
| Confidence at the Group Level of Analysis: A Longitudinal Investigation of the Development and Impact of Potency
in Teams |
| | Pearce, Craig L. | U. of North Carolina, Charlotte | clpearce@email.uncc.edu | (704)-547-2087 |
| | Gallagher, Cynthia A. | None | cagallag@email.msn.com | 201-837-5985 |
| | This longitudinal study investigated the relationship between team potency and team effectiveness. The sample for this study was 71 change management teams from an automotive firm in the U.S. Ratings of team potency were obtained from team members. Ratings of team effectiveness were obtained from team leaders, and external raters. Multiple regression analysis and structural equations modeling were used to test the hypotheses. Results indicated that team effectiveness and team potency are reciprocally and longitudinally related. |
| | Keywords: Potency; Teams; Effectiveness |
| Demographic Dissimilarity Within Work Groups: Its Effects on Role-Making Process, Role Stress, and Citizenship Behavior of Group Members |
| | Choi, Jaepil | Rutgers U. | jaepil@pegasus.rutgers.edu | (973)-623-5439 |
| | This paper presents a theoretical model of the effect of demographic dissimilarity on role-making processes. Demographic dissimilarity within a superior-subordinate dyad is assumed to lead to low quality of leader-member exchange (LMX) relationship, and in turn low quality of LMX causes group members' high role conflict and ambiguity and less engagement in organizational citizenship behavior (OCB). A dyadic duration may moderate the relationship between demographic dissimilarity and quality of LMX. Interactional justice may moderate the relationship between quality of LMX and OCB. In addition, demographic dissimilarity between a person and his/her co-workers is assumed to lead low quality of team-member exchange (TMX) relationship, and in turn low quality of TMX causes group members' high role conflict and ambiguity and less engagement in OCB. Group longevity may moderate the relationship between demographic dissimilarity and quality of TMX. Team interdependence may moderate the relationship between quality of TMX and role conflict and ambiguity. Theoretical contributions and practical implications have been discussed. |
| | Keywords: Role-making process; Organizational demography; Process model |