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Promoting entrepreneurial team performance has been an important research topic for scholars. However, the relationship between inclusive leadership and entrepreneurial team performance has rarely been studied. This study constructed a model to uncover the mechanism by which inclusive leadership affects entrepreneurial team performance. The empirical results revealed that inclusive leadership was positively related to entrepreneurial team performance. Inclusive leadership positively predicted team engagement and inclusive climate, which, in turn, facilitated team feedback seeking and ultimately enhanced entrepreneurial team performance. Moreover, leader team representativeness strengthened the positive relationship between inclusive leadership and team engagement. The theoretical implications are that inclusive leadership is essential in promoting members' engagement and inclusive climate for better performance, which provides more comprehensive insight into entrepreneurship literature. The practical implications are that greater attention should be paid to cultivating inclusive leadership.

Purpose Situational measures of shared mental models (SMMs) hold the highest ecological transfer to behavior on the field. The purpose of this study is to pursue two objectives: (pilot study) testing a measurement of SMMs in virtual reality (VR) and examining the feasibility in testing the method (main study) by investigating the relationship between SMMs and predictive group processes such as team trust and collective efficacy, as well as the impact of SMMs on team performance. Design/methodology/approach The developed VR measurement is tested in the pilot study with nine handball middle-block teams (M = 16.92 years of playing experience and SD = 3.59). The measurement consists of two conditions (Self/Partner) with 35 video clips. Participants indicate their own decision (Self) and their middle-block partner‘s decision (Partner). A congruent decision (SelfA/PartnerB) of teammates on one video indicates a SMM within a situation and its average across videos form the teams SMMs. In the main study, 33 middle-block teams (M = 16.92 years of playing experience and SD = 4.47), participated and completed the VR method and questionnaires on team trust, collective efficacy, SMMs and team performance. Findings The pilot study shows that SMMs are measurable using VR as they are higher than chance. In the main study, a structural equation model did not confirm the assumed influences. Only team trust significantly influences objective team performance (β = 0.46). Questionnaire SMMs, however, correlate with team trust (r = 0.67) and subjective team performance (r = 0.55). Originality/value This study serves as a starting point for more situational group research, and the VR measurement holds promise for this purpose.

Background The quality of surgical performance depends on the technical skills of the surgical team as well as on non-technical skills, including teamwork. The present study evaluated the impact of familiarity among members of the surgical team on morbidity in patients undergoing elective open abdominal surgery. Methods A retrospective analysis was performed to compare the surgical outcomes of patients who underwent major abdominal operations between the first month (period I) and the last month (period II) of a 6-month period of continuous teamwork (stable dyads of one senior and one junior surgeon formed every 6 months). Of 117 patients, 59 and 58 patients underwent operations during period I and period II, respectively, between January 2010 and June 2012. Team performance was assessed via questionnaire by specialized work psychologists; in addition, intraoperative sound levels were measured. Results The incidence of overall complications was significantly higher in period I than in period II (54.2 vs. 34.5 %; P  = 0.041). Postoperative complications grade <3 were significantly more frequently diagnosed in patients who had operations during period I (39.0 vs. 15.5 %; P  = 0.007), whereas no between-group differences in grade ≥3 complications were found (15.3 vs. 19.0 %; P   =  0.807). Concentration scores from senior surgeons were significantly higher in period II than in period I ( P   =  0.033). Sound levels during the middle third part of the operations were significantly higher in period I (median above the baseline 8.85 dB [range 4.5–11.3 dB] vs. 7.17 dB [5.24–9.43 dB]; P   <  0.001). Conclusions Team familiarity improves team performance and reduces morbidity in patients undergoing abdominal surgery.

The financial industry is facing increasing competition and the need for information construction, with Project management being a key factor in success. Challenges include increasing team conflicts, lack of communication, and weak team cohesion, leading to internal turmoil and decreased project performance. To improve Project team performance, domestic commercial banks, examples such as Habib Bank Limited, are highly valuable. This paper proposes a research model based on previous theories and results on team conflict management, focusing on how conflict management methods affect team communication and cohesion, ultimately affecting team performance. The study collected data through electronic questionnaires and used SmartPLS software to evaluate the model's reliability, validity, common method bias, and multicollinearity. The results showed that Cooperative Conflict Management can improve Project team performance, while competitive conflict management weakens it. Team cohesion mediates between cooperative conflict management and performance, and team communication mediates between cooperative conflict management and performance. The study concludes that improving the bank's Project team performance in project management is necessary.

Purpose The purpose of this paper is to identify, through an exploratory meta-analysis, which process- and outcome-related antecedents have the strongest relationship to overall team performance. The secondary objective is to create an understanding of the extent to which relative research interest in each construct to date has aligned with its reported effects. Design/methodology/approach This study uses a random-effects meta-analysis on studies that have measured the relationship between at least one process or outcome factor and overall team performance. The number of studies, effect size and between-study variances are captured and analyzed for each process/outcome factor. Prior literature has explored relationships between various process/outcome factors and overall team performance. This study expands on previous literature by examining a comprehensive set of process/outcome factors and their relative impact on overall team performance. Findings A meta-analysis of 190 effect sizes extracted from 52 empirical studies over the past two decades (1999–2020) showed the specific process and outcome factors that most strongly contributed to overall team performance were efficiency, schedule and innovation. In addition, only a weak correlation was found between process and outcome factors’ relationships with overall team performance and how often they are studied in the research community. Originality/value This study contributes to the body of knowledge on team performance by examining prior research to identify the relevant impact of various process and outcome factors on overall team performance. In addition, this study also assesses the extent to which research interest in these factors has appeared to match their relative impact. Analyzing the relative impact of various process and outcome factors allows researchers and practitioners to better identify methods to create improvement in overall team performance. Based on the findings, prioritizing efficiency, schedule and innovation may promote overall team performance.

Improving university teamwork performance is essential, especially due to the worldwide pandemic. This study examined a model for enhancing university performance by increasing friendship prevalence, work engagement, and Organizational Citizenship Behavior (OCB) among employees. This study used a quantitative design by distributing online questionnaires to 132 employees of universities in Indonesia. Then, the data were analyzed using Structural Equation Modeling (SEM)-Amos version 23. The study found a significant and positive effect among the variables: 1) Friendship prevalence has a significant positive effect on work engagement and OCB; 2) Work engagement also has a significant positive effect on OCB and team performance; and 3) OCB also has a significant positive effect on team performance. Moreover, the relationships between friendship prevalence and OCB, and friendship prevalence and team performance were mediated by work engagement. However, this study found that OCB could not mediate the relationship between work engagement and team performance. The study indicated that friendship prevalence is the predictor of work engagement. Thus, it is recommended for universities to build and improve good friendship among employees. Poboljšanje timskog rada na sveučilištima od suštinske je važnosti, osobito u vrijeme svjetske pandemije. Cilj ove studije bio je ispitati model za poboljšanje uspješnosti sveučilišta povećanjem prevalencije prijateljstva, radnog angažmana i organizacijskog građanskog ponašanja (OCB) među zaposlenicima. Ova studija koristila je kvantitativni dizajn distribuiranjem online upitnika za 132 zaposlenika sveučilišta u Indoneziji. Zatim su podaci analizirani pomoću strukturnih modela jednadžbi (SEM – Structural Equation Modeling) – Amos verzije 23. Istraživanjem je potvrđen značajan i pozitivan učinak među sljedećim varijablama: 1) Prevalencija prijateljstva ima značajan pozitivan učinak na radnu angažiranost i OCB; 2) Radna angažiranost ima značajan pozitivan učinak na OCB i na uspješnost timskog rada; i 3) OCB ima također značajan pozitivan učinak na timsku izvedbu. Štoviše, odnosi između prevalencije prijateljstva i OCB-a, te prevalencije prijateljstva i uspješnosti timskog rada nastaju posredstvom radnog angažmana. Međutim, ovo istraživanje potvrđuje da OCB ne može posredovati u odnosu između radnog angažmana i uspješnosti timskog rada. Studija je pokazala da je prevalencija prijateljstva prediktor radnog angažmana. Stoga se sveučilištima preporuča graditi i unapređivati dobro prijateljstvo među zaposlenicima.

Introduction: The use of work teams is a strategy that allows organizations to move faster and more proactively. Team performance is an interesting issue that needs to be studied more extensively. Background Problems: Team psychological safety and team learning have a positive effect on team performance. But in some of the literature, psychological safety has also been shown to have a negative impact on teams when team monitoring is low. This research was conducted to investigate the moderation role of team monitoring and the influence of team learning and team psychological safety on team performance.  Novelty: This research contributes new insights related with team monitoring and its interaction to team learning and team psychological safety on team performance. Team psychological safety has been proven to be able to directly influence team performance indirectly through team learning, but we tested the two separately. Research Methods: This study involved 215 respondents who joined 38 teams. The collected data were analyzed using a regression analysis and bootstrap techniques. Findings: Team monitoring has been shown to have a moderate role in influencing team learning on team performance, but it has not been proven to influence team psychological safety on team performance. The learning and psychological safety of each team proved to have a direct effect on team performance. Conclusion: This paper can guide managers since, at a certain level team monitoring can improve team performance, but too much team monitoring actually has no effect on team performance. Managers need to consider team monitoring policies carefully, to optimizing team performance by managing team learning and building team psychological safety.

Purpose: Grounded to social identity and information decision theories, the study develops and empirically verifies a fresh theoretical model on the possible mediating effect of emotional and task conflicts toward the associations between diversity (work, social, and ideology) and project performance. Design/methodology/approach: A survey was performed, and 68 Indonesian start-ups provided positive responses accounting for a 57.6% response rate. In total, 102 Indonesian project teams participated, and since multiple team members were inquired for respective teams, 395 individual respondents were involved. An aggregation protocol was utilized to compute team-level datasets. The partial least square (PLS) method was utilized for the main analysis. Findings: The findings suggest a detrimental effect of heightened ideology polarization towards team performance as mediated by emotional conflict. Moreover, work diversity positively affects task conflict, but it does not positively affect team performance. Possible moderating variables such as cultural aspects may lessen the impact. Research limitations/implications: The study offers an updated theoretical model which pertains to diversity, conflict and performance. It also offers unique empirical evidence to examine the theoretical propositions within the setting of Indonesian start-ups. The sample size is rather limited even though it is substantially larger than similar past studies. This could result in a relatively low statistical power. Practical implications: It offers useful practical insights for start-ups to improve their project performance by looking at the intricate association between aspects of team diversity, conflict, and project success. Originality/value: This study extends the contemporary knowledge on diversity studies, by focusing on the project context of Indonesian start-ups.

Drawing on Dragoni’s cross-level model of state goal orientation, this research aims to examine the cross-level mediating effect of team goal orientation on the relationships between interteam cooperation and competition and three forms of boundary activities. Study 1 tested the proposed mediating relationships by collecting survey data from 249 members of 45 South Korean work teams. Additionally, we conducted a two-wave longitudinal study (Study 2) on 188 undergraduate students to replicate the relationships between three types of team goal orientation and their relevant forms of boundary activities. In Study 1, we found positive associations between interteam cooperation and team learning goal orientation, and between interteam competition and team performance-prove and performance-avoid goal orientations. Team learning and performance-prove goal orientations were positively related to boundary spanning and reinforcement. As predicted, team learning goal orientation had a stronger relationship with boundary spanning than team performance-prove goal orientation, whereas team performance-prove goal orientation had a stronger relationship with boundary reinforcement than team learning goal orientation. While team learning goal orientation mediated the relationship between interteam cooperation and boundary spanning and reinforcement, team performance-prove goal orientation mediated the relationship between interteam competition and boundary spanning and reinforcement. The results of Study 2 demonstrated the positive lagged effects of team performance-prove goal orientation on boundary reinforcement and of team performance-avoid goal orientation on boundary buffering.