Exploring the Influence of Dysfunctional Behavior and Hypercompetition on Team Performance: The Moderating Effects of the Collective Identification
|Keywords:||偏差行為;群體認同;超級競爭;工作投入;群體效能;團隊績效;Dysfunctional behavior;Collective identification;Hypercompetition;Work engagement;Collective efficacy;Team performance|
With rapid changes and high competition in technology industries around the globe, Taiwan’s high-tech companies need to seek the momentum of continuous growth in order to promote organizationally innovation and development. The functioning and management of work teams in organizations are very critical, because technology industry heavily adopts the work mode of teams to increase its response and flexibility towards markets. However, inappropriate competition and negative behavior by team members often appear in teaming activities in high-tech firms, consequently reducing team performance. As a result, how to understand these problems in depth and propose effective management strategies have been important issues for managers. Despite the importance of the issues, previous studies have rarely discuss the simultaneous influence of inappropriate competition and negative behavior on team performance, leading to an important research gap. To fill the gap, this study discusses how dysfunctional behavior and hypercompetition influence team performance via the mediation of collective efficacy and work engagement by considering collective identification as a moderator. Empirical analysis is then performed to provide effective management strategies. This research conducted a questionnaire survey to collect data in high-tech industry based on the level of teams. Each team had five participants for the survey, including one team leader and four team members. A total of 118 sets of team-based questionnaires were distributed and 80 of them were collected (including 80 questionnaires from team leaders and 320 from team members). This research used confirmatory factor analysis and hierarchical regression analysis for testing hypotheses. The empirical results found (1) collective efficacy positively relates to team performance; (2) work engagement positively relates to team performance; (3) hypercompetition negatively relates to collective efficacy; (4) dysfunctional behavior negatively relates to work engagement; (5) collective identification moderates the negative relationship between dysfunctional behavior and work engagement; and (6) collective identification moderates the negative relationship between hypercompetition and work engagement. Last, this study provides managerial implications based on research results and suggestions for future research.
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