Making a difference in the teamwork: Linking team prosocial motivation to team processes and effectiveness

• Autores: Jia Hu, Robert C. Liden
• Localización: Academy of management journal, ISSN-e 0001-4273, Vol. 58, Nº 4, 2015, págs. 1102-1127
• Idioma: inglés
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• Dialnet Métricas: 3 Citas
• Resumen

  • Although the importance of team motivation has been increasingly emphasized, few studies have focused on prosocial motivation. Integrating theories on team effectiveness with prosocial motivation, we propose a theoretical model that links team prosocial motivation to team effectiveness as mediated by team processes. Team process is captured through the task-driven process of team cooperation and the affect-based team viability, and team effectiveness is operationalized as team performance, team organizational citizenship behavior (OCB), and team voluntary turnover. The model is tested in Study 1, a field study with three-source data collected from 310 members of 67 work teams over four time periods, and Study 2, a laboratory experiment with 124 four-person teams in which team prosocial motivation is manipulated. In Studies 1 and 2, we find support for indirect effects of team prosocial motivation on team performance and team OCB through the mediating role of team cooperation. Team voluntary turnover is in- directly affected by team prosocial motivation through team viability. Furthermore, in both studies the indirect effects of team prosocial motivation on team performance and team OCB through team cooperation and on team voluntary turnover through team viability are stronger when the nature of the teams' work requires greater task interdependence