Article2006

Team effectiveness under stress: a structural contingency approach

106 citations0/0 files storedJournal of Organizational Behavior

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Team Dynamics and Performance Job Satisfaction and Organizational Behavior Interprofessional Education and Collaboration

Abstract

Abstract To examine whether working under stressful circumstances restricts or enhances team effectiveness, a structural contingency model for team effectiveness was tested by focusing on job structuring (mechanistic/organic structuring) as a key factor, which interacts with qualitative and quantitative stress on team attitude (team commitment) and outcomes (team effectiveness). Findings from 73 primary care teams indicated that mechanistic structuring for teams working under quantitative stress was positively associated with team commitment, which in turn fostered team effectiveness, whereas organic structuring for working under qualitative stress improved team effectiveness. Furthermore, team commitment mediated the relationships between stress and structuring and team effectiveness. These findings support a structural contingency model for improving team effectiveness under stress. Copyright © 2006 John Wiley & Sons, Ltd.

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1992A power primer.1993Organizational culture and leadership 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1984Research in Organizational Behavior 1964A Behavioral Theory of the Firm 1994The Management of Innovation 2001The Influence of Culture, Community, and the Nested‐Self in the Stress Process: Advancing Conservation of Resources Theory 1991ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS.

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