Developing team performance: the double-edged nature of justice

Jui Yu Chen, Chieh Peng Lin*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

This study bridges social cognitive theory and Turner’s theory of social interaction to develop a model that explains how work teams in technology industry can be motivated to enhance team performance. The prevalence of the use of work teams in technology industry environments has enhanced the importance of studying the processes involved in their performance development. For that reason, this study uses data from team workers in high-tech firms in Taiwan, and shows that collective efficacy positively relates to team performance via the mediation of social interaction. Furthermore, justice positively moderates the relationship between collective humility and social interaction but negatively moderates the relationship between collective efficacy and social interaction. Lastly, managerial implications and research limitations based on the empirical results are provided.

Original languageEnglish
JournalTotal Quality Management and Business Excellence
DOIs
StateAccepted/In press - 2020

Keywords

  • collective efficacy
  • collective humility
  • justice
  • social interaction
  • team performance
  • technology industry

Fingerprint Dive into the research topics of 'Developing team performance: the double-edged nature of justice'. Together they form a unique fingerprint.

Cite this