Browsing by Subject "Backing up behavior"

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    Does backing up behavior explain the efficacy-performance relationship in teams?
    (SAGE, 2011) Porter, C.O.L.H.; Gogus, C. I.; Yu, R. C. -F.
    Although the relationship between collective efficacy beliefs and team performance has been well-documented, few studies have explored the causal mechanisms that might explain these effects. In the current study, the authors explore the role of backing up behavior, a specific form of teamwork behavior, in explaining why high efficacy beliefs lead to high levels of team performance. Participants were 416 undergraduate business students who were organized into 104 four-person teams. The teams worked on an interdependent, computerized, decision-making task. Results of the study revealed that collective efficacy beliefs were positively related to team performance and that backing up behaviors largely mediated these effects. The theoretical and practical implications of these findings are discussed.
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    ItemOpen Access
    When does teamwork translate into improved team performance? a resource allocation perspective
    (Sage Publications, Inc., 2010) Porter, C.O.L.H.; Gogus, C. I.; Yu, R. C. -F.
    Drawing on resource allocation theory, the authors examined boundary conditions for the positive effects of two aspects of teamwork (backing up behavior and performance monitoring) on team performance. Participants were 276 undergraduate business students who were organized into 69 teams and who worked on a computer simulation across multiple performance episodes. Approximately half the teams experienced a workload distribution problem. Results indicated that performance monitoring had positive effects on team performance when teams experienced a workload distribution problem. Backing up behavior had positive effects only when teams had both a workload distribution problem and during early performance episodes. The findings of this study suggest that resource allocation theory can provide insights regarding when members should devote and coordinate their own individual resources to assist others in teams. The implications of these findings for future theory and practice regarding teamwork are discussed. © The Author(s) 2010.