Purpose
The purpose of this paper is an examination of the literature on team boundary activ... more Purpose
The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research.
Design/methodology/approach
The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016.
Findings
The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity.
Research limitations/implications
This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest.
Originality/value
As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.
Microfinance institutions (MFIs) extend financial and related services to the poorest population ... more Microfinance institutions (MFIs) extend financial and related services to the poorest population with an ultimate objective of poverty alleviation. Microfinance industry has seen an impressive growth in the past decade, although debates have stirred in recent years regarding their role and impact on society. Excessive profit making by MFIs retarded the desired social impact, thus, providing evidence for mission drift from the social objective of poverty alleviation to profit generation. The mission drift was evident during the microfinance crisis of 2010, which is marked as the critical stage in the history of Indian microfinance. In 2010, a spate of client suicides brought bad reputation for the sector and created funding and liquidity issues. Against the backdrop of crisis, the study intends to examine multi-dimensional performance of MFIs and the enabling factors for the year 2010–2012. The Pentagon performance model was proposed to capture the multi-dimensional performance. An empirical evaluation of the MFI performance for the year 2010 and subsequent years would render a clear picture on the rise and fall of the industry.
Purpose
– The purpose of this paper is to understand the role of self-efficacy and family support... more Purpose – The purpose of this paper is to understand the role of self-efficacy and family supportive organizational perceptions (FSOP) on organizational citizenship behaviour (OCB) among engineering college teachers.
Design/methodology/approach – Teachers (n=183) from public and private engineering colleges in the southern part of India were selected using purposive sampling technique. Survey method was used to collect data using the following scales: new general self-efficacy scale, teacher OCB scale and FSOP scale. Hierarchical regression analyses was used to test the hypotheses.
Findings – Regression analyses showed general self-efficacy having a significant positive effect on all the sub-dimensions of teacher OCB and as well as on the overall OCB score. On the other hand, FSOP had a significant positive impact only on teachers’ OCB towards the institution. In terms of moderation effect, FSOP moderated the relationship between self-efficacy and teachers’ OCB towards the institution.
Research limitations/implications – One of the major limitations of this study is its relatively small and region-specific sample. The sample is also limited to engineering college teachers only.
Practical implications – The findings from the study reiterate the need to nurture a positive organizational culture towards work-life balance issues in academic institutions. The study also shows that FSOP can be a powerful motivating factor to encourage teachers to participate in institute-level activities.
Originality/value – Most of the earlier studies on teacher OCB are in the context of schools but the present study focuses on the role of internal attributes and organizational-level factors in teacher OCB.
The purpose of this paper is to understand the impact of procedural justice on team members’ comm... more The purpose of this paper is to understand the impact of procedural justice on team members’ commitment and the role of task routineness and participatory safety in this relationship.
Survey method was used to collect data from 177 respondents from 33 software development teams. Participatory Safety Scale from Anderson and West’s Team Climate Inventory, Colquitt’s Procedural Justice Scale, a modified version of Mowday et al.’s Organizational Commitment Scale and Daft and Macintosh’s Task Routineness Scale were used to measure the variables studied. Regression analysis was used to test the main, mediating and moderating effects. Results showed a significant positive impact of procedural justice perception on participatory safety dimensions and team commitment. Task routineness did not show any significant moderation effect. Perception of participatory safety had a partial mediation effect. A relatively smaller sample size, purposive sampling technique and absence of relevant control variables are the key limitations of this study.The findings will provide managers insights on designing the team tasks and procedures to nurture participatory safety and commitment in teams. The study is unique in terms of selection of variables, design (moderation and mediating effects) and the context (software development teams). The study provides a holistic picture of team dynamics by studying variables related to procedures, task and psychological states of the individual.
This study examined the process of team boundary activity in software development teams in India.... more This study examined the process of team boundary activity in software development teams in India. The sample consisted of 362 team members and module leaders from 100 software development teams. Confirmatory factor analysis was used to examine four alternate models of team boundary activity. None of the models fit the data and hence the scale was revised and new four factor model is proposed. Manager ratings of team performance were used to examine the criterion related validity. The findings show that three of the four dimensions have a positive and significant correlation with manager rating of performance.
Recent advancements in information and communication technologies have changed the way teams work... more Recent advancements in information and communication technologies have changed the way teams work by diminishing physical and temporal boundaries and have led to the birth of virtual teams. As the affordability of technological innovations increased, more and more work teams started opting for those technologies at various levels to manage their functions and communicate among themselves. Thus, it becomes very difficult to classify a team into a pure face-to-face or virtual team. Therefore management scholars have started seeing virtualness as a characteristic of every work team. In this context, based on an extensive review of research
literature, the present article tries to understand the effect of virtualness on team performance and the factors which influence performance in virtual teams. We have also developed a model explaining the dynamics of the relationship between virtualness and team performance. We conclude by delineating ways to manage
virtualness to improve performance in work teams.
Purpose
The purpose of this paper is an examination of the literature on team boundary activ... more Purpose
The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research.
Design/methodology/approach
The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016.
Findings
The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity.
Research limitations/implications
This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest.
Originality/value
As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.
Microfinance institutions (MFIs) extend financial and related services to the poorest population ... more Microfinance institutions (MFIs) extend financial and related services to the poorest population with an ultimate objective of poverty alleviation. Microfinance industry has seen an impressive growth in the past decade, although debates have stirred in recent years regarding their role and impact on society. Excessive profit making by MFIs retarded the desired social impact, thus, providing evidence for mission drift from the social objective of poverty alleviation to profit generation. The mission drift was evident during the microfinance crisis of 2010, which is marked as the critical stage in the history of Indian microfinance. In 2010, a spate of client suicides brought bad reputation for the sector and created funding and liquidity issues. Against the backdrop of crisis, the study intends to examine multi-dimensional performance of MFIs and the enabling factors for the year 2010–2012. The Pentagon performance model was proposed to capture the multi-dimensional performance. An empirical evaluation of the MFI performance for the year 2010 and subsequent years would render a clear picture on the rise and fall of the industry.
Purpose
– The purpose of this paper is to understand the role of self-efficacy and family support... more Purpose – The purpose of this paper is to understand the role of self-efficacy and family supportive organizational perceptions (FSOP) on organizational citizenship behaviour (OCB) among engineering college teachers.
Design/methodology/approach – Teachers (n=183) from public and private engineering colleges in the southern part of India were selected using purposive sampling technique. Survey method was used to collect data using the following scales: new general self-efficacy scale, teacher OCB scale and FSOP scale. Hierarchical regression analyses was used to test the hypotheses.
Findings – Regression analyses showed general self-efficacy having a significant positive effect on all the sub-dimensions of teacher OCB and as well as on the overall OCB score. On the other hand, FSOP had a significant positive impact only on teachers’ OCB towards the institution. In terms of moderation effect, FSOP moderated the relationship between self-efficacy and teachers’ OCB towards the institution.
Research limitations/implications – One of the major limitations of this study is its relatively small and region-specific sample. The sample is also limited to engineering college teachers only.
Practical implications – The findings from the study reiterate the need to nurture a positive organizational culture towards work-life balance issues in academic institutions. The study also shows that FSOP can be a powerful motivating factor to encourage teachers to participate in institute-level activities.
Originality/value – Most of the earlier studies on teacher OCB are in the context of schools but the present study focuses on the role of internal attributes and organizational-level factors in teacher OCB.
The purpose of this paper is to understand the impact of procedural justice on team members’ comm... more The purpose of this paper is to understand the impact of procedural justice on team members’ commitment and the role of task routineness and participatory safety in this relationship.
Survey method was used to collect data from 177 respondents from 33 software development teams. Participatory Safety Scale from Anderson and West’s Team Climate Inventory, Colquitt’s Procedural Justice Scale, a modified version of Mowday et al.’s Organizational Commitment Scale and Daft and Macintosh’s Task Routineness Scale were used to measure the variables studied. Regression analysis was used to test the main, mediating and moderating effects. Results showed a significant positive impact of procedural justice perception on participatory safety dimensions and team commitment. Task routineness did not show any significant moderation effect. Perception of participatory safety had a partial mediation effect. A relatively smaller sample size, purposive sampling technique and absence of relevant control variables are the key limitations of this study.The findings will provide managers insights on designing the team tasks and procedures to nurture participatory safety and commitment in teams. The study is unique in terms of selection of variables, design (moderation and mediating effects) and the context (software development teams). The study provides a holistic picture of team dynamics by studying variables related to procedures, task and psychological states of the individual.
This study examined the process of team boundary activity in software development teams in India.... more This study examined the process of team boundary activity in software development teams in India. The sample consisted of 362 team members and module leaders from 100 software development teams. Confirmatory factor analysis was used to examine four alternate models of team boundary activity. None of the models fit the data and hence the scale was revised and new four factor model is proposed. Manager ratings of team performance were used to examine the criterion related validity. The findings show that three of the four dimensions have a positive and significant correlation with manager rating of performance.
Recent advancements in information and communication technologies have changed the way teams work... more Recent advancements in information and communication technologies have changed the way teams work by diminishing physical and temporal boundaries and have led to the birth of virtual teams. As the affordability of technological innovations increased, more and more work teams started opting for those technologies at various levels to manage their functions and communicate among themselves. Thus, it becomes very difficult to classify a team into a pure face-to-face or virtual team. Therefore management scholars have started seeing virtualness as a characteristic of every work team. In this context, based on an extensive review of research
literature, the present article tries to understand the effect of virtualness on team performance and the factors which influence performance in virtual teams. We have also developed a model explaining the dynamics of the relationship between virtualness and team performance. We conclude by delineating ways to manage
virtualness to improve performance in work teams.
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Papers by Ganesh M.P
The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research.
Design/methodology/approach
The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016.
Findings
The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity.
Research limitations/implications
This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest.
Originality/value
As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.
– The purpose of this paper is to understand the role of self-efficacy and family supportive organizational perceptions (FSOP) on organizational citizenship behaviour (OCB) among engineering college teachers.
Design/methodology/approach
– Teachers (n=183) from public and private engineering colleges in the southern part of India were selected using purposive sampling technique. Survey method was used to collect data using the following scales: new general self-efficacy scale, teacher OCB scale and FSOP scale. Hierarchical regression analyses was used to test the hypotheses.
Findings
– Regression analyses showed general self-efficacy having a significant positive effect on all the sub-dimensions of teacher OCB and as well as on the overall OCB score. On the other hand, FSOP had a significant positive impact only on teachers’ OCB towards the institution. In terms of moderation effect, FSOP moderated the relationship between self-efficacy and teachers’ OCB towards the institution.
Research limitations/implications
– One of the major limitations of this study is its relatively small and region-specific sample. The sample is also limited to engineering college teachers only.
Practical implications
– The findings from the study reiterate the need to nurture a positive organizational culture towards work-life balance issues in academic institutions. The study also shows that FSOP can be a powerful motivating factor to encourage teachers to participate in institute-level activities.
Originality/value
– Most of the earlier studies on teacher OCB are in the context of schools but the present study focuses on the role of internal attributes and organizational-level factors in teacher OCB.
Survey method was used to collect data from 177 respondents from 33 software development teams. Participatory Safety Scale from Anderson and West’s Team Climate Inventory, Colquitt’s Procedural Justice Scale, a modified version of Mowday et al.’s Organizational Commitment Scale and Daft and Macintosh’s Task Routineness Scale were used to measure the variables studied. Regression analysis was used to test the main, mediating and moderating effects. Results showed a significant positive impact of procedural justice perception on participatory safety dimensions and team commitment. Task routineness did not show any significant moderation effect. Perception of participatory safety had a partial mediation effect. A relatively smaller sample size, purposive sampling technique and absence of relevant control variables are the key limitations of this study.The findings will provide managers insights on designing the team tasks and procedures to nurture participatory safety and commitment in teams. The study is unique in terms of selection of variables, design (moderation and mediating effects) and the context (software development teams). The study provides a holistic picture of team dynamics by studying variables related to procedures, task and psychological states of the individual.
literature, the present article tries to understand the effect of virtualness on team performance and the factors which influence performance in virtual teams. We have also developed a model explaining the dynamics of the relationship between virtualness and team performance. We conclude by delineating ways to manage
virtualness to improve performance in work teams.
The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research.
Design/methodology/approach
The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016.
Findings
The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity.
Research limitations/implications
This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest.
Originality/value
As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.
– The purpose of this paper is to understand the role of self-efficacy and family supportive organizational perceptions (FSOP) on organizational citizenship behaviour (OCB) among engineering college teachers.
Design/methodology/approach
– Teachers (n=183) from public and private engineering colleges in the southern part of India were selected using purposive sampling technique. Survey method was used to collect data using the following scales: new general self-efficacy scale, teacher OCB scale and FSOP scale. Hierarchical regression analyses was used to test the hypotheses.
Findings
– Regression analyses showed general self-efficacy having a significant positive effect on all the sub-dimensions of teacher OCB and as well as on the overall OCB score. On the other hand, FSOP had a significant positive impact only on teachers’ OCB towards the institution. In terms of moderation effect, FSOP moderated the relationship between self-efficacy and teachers’ OCB towards the institution.
Research limitations/implications
– One of the major limitations of this study is its relatively small and region-specific sample. The sample is also limited to engineering college teachers only.
Practical implications
– The findings from the study reiterate the need to nurture a positive organizational culture towards work-life balance issues in academic institutions. The study also shows that FSOP can be a powerful motivating factor to encourage teachers to participate in institute-level activities.
Originality/value
– Most of the earlier studies on teacher OCB are in the context of schools but the present study focuses on the role of internal attributes and organizational-level factors in teacher OCB.
Survey method was used to collect data from 177 respondents from 33 software development teams. Participatory Safety Scale from Anderson and West’s Team Climate Inventory, Colquitt’s Procedural Justice Scale, a modified version of Mowday et al.’s Organizational Commitment Scale and Daft and Macintosh’s Task Routineness Scale were used to measure the variables studied. Regression analysis was used to test the main, mediating and moderating effects. Results showed a significant positive impact of procedural justice perception on participatory safety dimensions and team commitment. Task routineness did not show any significant moderation effect. Perception of participatory safety had a partial mediation effect. A relatively smaller sample size, purposive sampling technique and absence of relevant control variables are the key limitations of this study.The findings will provide managers insights on designing the team tasks and procedures to nurture participatory safety and commitment in teams. The study is unique in terms of selection of variables, design (moderation and mediating effects) and the context (software development teams). The study provides a holistic picture of team dynamics by studying variables related to procedures, task and psychological states of the individual.
literature, the present article tries to understand the effect of virtualness on team performance and the factors which influence performance in virtual teams. We have also developed a model explaining the dynamics of the relationship between virtualness and team performance. We conclude by delineating ways to manage
virtualness to improve performance in work teams.