جستجوی مقالات مرتبط با کلیدواژه "انسجام تیمی" در نشریات گروه "مدیریت"

This study examined the relationships among team cohesion, employee motivation, and innovative behavior, focusing on the mediating role of a design thinking mindset. The intent was to understand dynamics driving innovation within organizations and identify future research directions considering various mediating factors in different organizational environments.

Data was gathered through a survey of 283 employees from various innovation-focused businesses. Statistical analysis was performed using the Statistical Package for the Social Sciences (SPSS). The interplay among team cohesion, employee motivation, innovative behavior, and the design thinking mindset as a potential mediator, was examined using Structural Equation Modeling (SEM) aided by Partial Least Squares (SMART PLS).

While no statistically significant direct correlation between employee motivation and innovative behavior was found, a strong positive relationship was discovered between team cohesion and innovative behavior. Importantly, a design thinking mindset was identified as a significant mediator in these relationships, enhancing the influence of team cohesion and motivation on innovation.

The study highlighted the importance of nurturing a design thinking mindset within organizations. When combined with team cohesion and employee motivation, it amplifies innovative behavior. These findings have significant implications for organizations aiming to foster a robust culture of innovation amidst growing competitive pressures. Future research should further explore potential mediating factors impacting innovative behavior across various organizational contexts.

In today's world, when doing work requires multiple skills, judgments, and experiences, the use of teams and workgroups has become increasingly common to achieve performance beyond the individuals’ performance. Many executive managers believe that hiring teams and workgroups allows them to achieve higher levels of performance by producing better products or providing better services at lower levels of cost and time. Therefore, collective work has become more important day by day and organizations have become more interested in creating teams and workgroups.

THEORETICAL FRAMEWORK:

Job-adequate skills: Teamwork is one of the most important facilitators in achieving positive and cost-effective results in the field of current organizations. A team is a group of people with different and complementary abilities and skills who strive to achieve a common goal.Role ambiguity: Role ambiguity is an aspect of job stressors that refers to a person's level of uncertainty about what his or her job functions and responsibilities are.Participative leadership: Participative leadership occurs when, instead of being assigned by a single leader, leadership plans, responsibilities, or actions are shared or distributed among group members.Team trust: Team trust is a 4-dimensional concept: 1) propensity to trust, 2) perceived trustworthiness, 3) cooperative behaviors, 4) monitoring behaviors.Team cohesion: Team cohesion is a dynamic process in which members tend to maintain intimacy, loyalty to each other, and integrity in pursuing team goals.

The research design was correlation and its strategy was structural equation modeling. The statistical population of the study included all employees of the South East Khuzestan Water Exploitation, Production, and Transmission Company in 2017, whose total number was nearly 600 people. 350 people were selected as a sample by simple random sampling method, of which 321 questionnaires were well-qualified and determined the final sample size.

 The results showed that the final model goodly fitted the data. The results also showed that job-adequate skills and participative leadership had positive effects and role ambiguity had a negative effect on team trust. Job-adequate skills and team trust also had a positive and significant direct effect on team cohesion. In addition, the results showed that job-adequate skills, role ambiguity, and participative leadership affected team cohesion through the mediating role of team trust.

 CONCLUSIONS & SUGGESTIONS:

According to the research results, managers of organizations are advised to pay attention to concepts such as role ambiguity, skills of team members, type of team leadership, and trust between team members when forming teams and working groups.

The purpose of this study was to analyze the team cohesion of Iranian Futsal League clubs, the role of league brand, mental imagery and cultural intelligence of Iranian Futsal Premier League competitions. The present study is a descriptive-correlational research that is developmental according to the purpose of the research. The statistical population of this study consisted of all male and female players of The National Futsal League (N=350) who were selected through random cluster sampling. The research tools included Knuckle league brand questionnaire (2017), cultural intelligence of Ang et al. (2004), Standard Questionnaire of Team Cohesion of Karun et al. (1998) and Hall et al. Sport Imagery Standard Questionnaire (1998). SPSS statistical software version 24 and PLS3 were used to analyze the data. . Testing the research hypotheses was investigated using structural equation modeling approach. Based on the findings of the study, the league brand has a positive and significant effect on mental imagery and mental imagery also has a positive and significant effect on cultural intelligence and team cohesion. Also, the results of this study showed that team cohesion is strongly influenced by players' cultural intelligence. According to the analysis of the final model of the research, it is concluded that in order to improve the mental imagery of players, it is possible to focus on branding and branding of the league and then to increase the level of team cohesion, mental imagery and cultural intelligence of the players of the Futsal Premier League can have a positive and meaningful impact on their team cohesion.