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Emotional, Social and Cognitive Underpinnings of Team Resilience in the Workplace
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Author: Silja Hartmann, LMU Munich
Author: Matthias Weiss, Ruhr-U. Bochum
Author: Martin Hoegl, LMU Munich
Author: Abraham Carmeli, Tel Aviv U.
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The extant literature has mainly focused on resilience at the individual level of analysis with limited attention towards addressing the question of what makes teams more resilient. A focus on team resilience is important, though, both theoretically and practically, given the structure of work around teams. We contribute to this emerging literature by exploring emotional, social, and cognitive elements that underlie team resilience. Specifically, we develop and test a conceptual model in which growth in the emotional culture of joy enhances team resilience, by building both social and cognitive mechanisms (i.e., mutuality and reflexivity). The results from a two-wave study with 91 teams comprising 1,291 individual responses indicate that emotional culture of joy helps cultivate both mutuality in relationships and reflexivity, which in turn enhance team resilience. This paper advances theory and research on team resilience and informs us about the emotional, social, and cognitive mechanisms that can help teams to develop higher levels of resilience.
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Paper is No Longer Available Online: Please contact the author(s).
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Inclusive Work Environments and Multinational Team Performance: The Role of Team Resilience
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Author: Andreas Stefan Hundschell, LMU Munich
Author: Julia Backmann, U. College Dublin
Author: Amy Wei Tian, Curtin Business School
Author: Martin Hoegl, LMU Munich
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Multinational teams face a great number of challenges arising from both the demanding global business environment and the complexities posed by national diversity within the team. Prior research identifies team resilience as an important capability for successful performance in challenging work environments. However, the potentially enhancing antecedents of multinational team resilience remain unexamined. In particular, a better understanding of the influence of contextual resources provided by the organization and the team leader on resilience of multinational teams is highly needed. Drawing on the conservation of resources theory, we investigate the influence of organizational diversity climate on resilience of multinational teams. Based on a quantitative, multi-informant study with 111 multinational teams, our moderated mediation analyses reveal that diversity climate enhances team resilience and that this effect is moderated by team leader inclusiveness. Moreover, we show that diversity climate also has an indirect effect on team performance mediated by team resilience contingent on leader inclusiveness. By highlighting that in their demanding environments, multinational teams can draw on an inclusive work environment promoted by the organization and their team leaders to foster team resilience and thus improve their team’s performance, our study contributes to the overall AOM Theme of Understanding the Inclusive Organization.
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Paper is No Longer Available Online: Please contact the author(s).
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Rebuilding Attachments: A Theory of Resocialization in Organizations
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Author: Erin Frey, U. of Virginia Darden School of Business
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Attachments—the social and emotional bonds that connect individuals to organizations—hold organizations together. Though strong and enduring, attachments can be compromised by transgressions, and therefore understanding how attachments become repaired is of vital importance. Prior work has focused on attachment repair in the aftermath of organizational transgressions, when an organizational scandal makes individuals feel less connected to the organization. However, attachments can also become ruptured when individuals transgress against organizations. No research has explored how attachments become repaired when individuals are the transgressors, and even existing literature on attachment formation—namely, socialization—provides limited insights into the attachment repair process following individual transgressions. To understand how individuals and organizations rebuild attachments following individual transgressions, I conducted a longitudinal, qualitative study of transgressors at a military service academy. I propose a process model of resocialization, explaining how individuals rebuild attachments to organizations after they have transgressed. I theorize the existence of two categories of attachments—social and psychological—and show how a resocialization process fosters the repair of both types of attachments. I also show how the sequencing of this process influences the extent to which individuals ultimately become reattached to or withdrawn from the organization.
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Paper is No Longer Available Online: Please contact the author(s).
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Emergence of the High Reliability Service Organization
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Author: Morten Olsen, Roskilde U.
Author: Kristian Johan Sund, Roskilde U.
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Digitalization and online trends have led to an increased market transparency across much of the service sector. Online marketplaces, review sites, and social media platforms have made it easy for customers to share perceived service errors with large audiences, instantly and in a way that the service provider cannot control. Based on the study of eight firms in different parts of the service sector, we speculate that we are seeing the emergence of what we tentatively term the high reliability service organization (HRSO). By exploring how service company executives perceive modern service and cope with errors and unexpected events in a digitalized and transparent world, we identify links between the way these executives try to organize their firms to deliver customer satisfaction, and the way scholars typically describe HROs in non-service contexts. We identify six themes pointing out organizational tendencies in service organizations showing similarities to HROs as well as some indications that further research might find HRO concepts in use in frontline service. We provide suggestions for further research that could open a new path for studying the emerging phenomenon of organizing for high reliability in the service sector.
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Paper is No Longer Available Online: Please contact the author(s).
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