TY - JOUR
T1 - Adaptation to self-managing work teams
AU - Thoms, Peg
AU - Pinto, Jeffrey K.
AU - Parente, Diane H.
AU - Druskat, Vanessa Urch
PY - 2002/2
Y1 - 2002/2
N2 - Two studies examined the team member characteristics (Big Five personality traits and attitude toward self-managing teams) that predict successful adaptation to participation in self-managing work teams (SMWTs) as assessed by self-ratings and manager ratings. Adaptation is conceptualized as having an immediate or short-term dimension (performing the team's task well) and an enduring or long-term dimension (full cooperation in the team and commitment to team self-management). In both studies, member conscientiousness and attitude toward SMWTs were linked significantly to member self-ratings of long-term adaptation; attitude toward SMWTs, a malleable characteristic, was the strongest predictor. Short-term adaptation did not predict member self-ratings of long-term adaptation. However, short-term adaptation was the strongest predictor of manager ratings of member long-term adaptation. Results suggest that team members focus on internal feelings to assess their long-term (i.e., full) adaptation, whereas managers focus on short-term outcomes to assess long-term adaptation. Implications are discussed.
AB - Two studies examined the team member characteristics (Big Five personality traits and attitude toward self-managing teams) that predict successful adaptation to participation in self-managing work teams (SMWTs) as assessed by self-ratings and manager ratings. Adaptation is conceptualized as having an immediate or short-term dimension (performing the team's task well) and an enduring or long-term dimension (full cooperation in the team and commitment to team self-management). In both studies, member conscientiousness and attitude toward SMWTs were linked significantly to member self-ratings of long-term adaptation; attitude toward SMWTs, a malleable characteristic, was the strongest predictor. Short-term adaptation did not predict member self-ratings of long-term adaptation. However, short-term adaptation was the strongest predictor of manager ratings of member long-term adaptation. Results suggest that team members focus on internal feelings to assess their long-term (i.e., full) adaptation, whereas managers focus on short-term outcomes to assess long-term adaptation. Implications are discussed.
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U2 - 10.1177/104649640203300101
DO - 10.1177/104649640203300101
M3 - Article
AN - SCOPUS:0036103589
SN - 1046-4964
VL - 33
SP - 3
EP - 31
JO - Small Group Research
JF - Small Group Research
IS - 1
ER -