The Journal of applied psychology
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The authors examined how networks of teams integrate their efforts to succeed collectively. They proposed that integration processes used to align efforts among multiple teams are important predictors of multiteam performance. ⋯ Further, cross-team processes were more important for MTS effectiveness when there were high cross-team interdependence demands as compared with situations in which teams could work more independently. Results are discussed in terms of extending theory and applications from teams to multiteam systems.
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This study of 126 employee-supervisor dyads examined a mediated model of the relationship between proactive personality and job performance. The model, informed by the social capital perspective, suggests that proactive employees reap performance benefits by means of developing social networks that provide them the resources and latitude to pursue high-level initiatives. Structural equation modeling suggested that the relationship between proactive personality and job performance is mediated by network building and initiative taking on the part of the employee.
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This research examined the interaction of organizational politics perceptions and employee age on job performance in 3 studies. On the basis of conservation of resources theory, the authors predicted that perceptions of politics would demonstrate their most detrimental effects on job performance for older workers. Results across the 3 studies provided strong support for the hypothesis that increases in politics perceptions are associated with decreases in job performance for older employees and that perceptions of politics do not affect younger employees' performance. Implications of these results, strengths and limitations, and directions for future research are discussed.
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The authors (a) investigated trait homogeneity in organizations by examining within-organization similarity among members' personality traits and personal values and (b) tested the relationship between the top leaders' personal characteristics and organizational profiles of personality and values. Results replicate and extend B. Schneider, D. ⋯ Schein (1992) and B. Schneider (1987) about leader-follower congruence. Some implications regarding leadership and organizational behavior are discussed.