Narda R. Quigley

A Multilevel Investigation of the Motivational Mechanisms Underlying Knowledge Sharing and Performance

This study draws on three different, yet complementary, theories of motivation, which we combine in an interactive manner, to explain the mechanisms that underlie the exchange between knowledge providers and recipients and ultimately impact performance. More specifically, we use incentive, goal-setting-social cognitive, and social motivation theories to examine knowledge sharing within dyads and its influence on individual performance. One hundred and twenty participants functioning as interdependent manager dyads completed a strategic decision-making simulation. Hierarchical regression and random coefficient modeling techniques were used to test hypothesized relationships. Results demonstrated that the effect of group-oriented incentive systems on the knowledge provider was enhanced when more positive norms for knowledge sharing existed among dyad members. The recipients self-efficacy had a stronger relationship with performance goals when the recipient trusted the provider. Finally, self-set goals and knowledge sharing had both direct and interactive effects on individual performance. We argue that these findings constitute a useful advance in middle-range motivation (Landy and Becker 1987, Pinder 1984) theory pertaining to knowledge sharing and utilization.

A Longitudinal Study of Team Conflict, Conflict Management, Cohesion, and Team Effectiveness

This study examines the relationships among team conflict, conflict management, cohesion, and team effectiveness. Data are collected longitudinally from 53 teams, and the results indicate that conflict management has a direct, positive effect on team cohesion and moderates the relationship between relationship conflict and team cohesion as well as that between task conflict and team cohesion. These results suggest that a high level of conflict management not only has a direct impact on team cohesion but also alters the negative and positive effects of relationship conflict and task conflict, respectively, on team cohesion. We also found team cohesion to be positively related to perceived performance, satisfaction with the team, and team viability. Theoretical and practical implications are discussed.

Toward an integrated model of intrinsic motivation and career self‐management

Purpose – The purpose of this paper is to develop an integrative process model that explains the mechanisms through which intrinsic motivation can influence career self‐management and subsequent subjective and objective career success.Design/methodology/approach – Research on career self‐management can benefit by incorporating an intrinsic motivation perspective. The paper proposes a model that depicts how four components of intrinsic motivation – meaningfulness, competence, choice, and progress – can contribute to career self‐management.Findings – Because the manuscript is conceptual and theoretical in nature, there are no empirical findings to discuss. The paper does, however, advance six testable research propositions linking components of intrinsic motivation to career self‐management and career success.Research limitations/implications – The model is most applicable for individuals who have some level of control over their own career choices and mobility. Also, we focus on intrinsic, rather than extr...

Insights from Project GLOBE: Extending global advertising research through a contemporary framework

Numerous calls have been made for further application of the Project GLOBE cultural framework (cf. House et al . 2004) in the global advertising literature (e.g. Terlutter et al. 2006; Okazaki & Mueller 2007; Diehl et al. 2008b). Similarly, we argue that the present literature could benefit from greater inclusion of the cross-cultural theoretical framework and empirical findings from the GLOBE study to understand societal-level cultural variability between and among consumers across the world. This paper introduces and explores the major findings of the GLOBE study, then reviews the extant advertising literature that has incorporated aspects of GLOBE. Additionally, further application of the GLOBE framework is suggested that may help advance the advertising discipline. Five broad research questions are developed that are intended to guide future global advertising research.

Comparing Consensus- and Aggregation-Based Methods of Measuring Team-Level Variables: The Role of Relationship Conflict and Conflict Management Processes

Using data collected from 53 student teams, the authors examine the relationships between team cohesion as measured through aggregation of individual team member responses and consensus methods and two outcome variables. They examine whether the different methods of assessment affect the strength of the relationships between cohesion and the outcome variables in cases of high and low relationship conflict and conflict management. Moderated regression results reveal three-way interactions among cohesion, method of assessment, and conflict management on team satisfaction and perceived team performance; in addition, the authors find support for a three-way interaction between cohesion, method of assessment, and relationship conflict on perceived team performance. The pattern of findings suggests that the team consensus approach to assessing cohesion may result in stronger relationships with outcome variables than the individual aggregation method only when teams are able to manage relationship conflict effectively. The findings and their implications for measuring team-level variables are discussed.

Implicit Motives, Leadership, and Follower Outcomes An Empirical Test of CEOs

We examined implicit or subconscious antecedents of CEO behavior and the effects on their direct subordinates. Specifically, we explored the relationships between (a) power, achievement, and affiliation motives and (b) charismatic, instrumental, and participative leadership behaviors. We then examined the influence of leadership types on three outcomes: follower motivation, performance, and teamwork. Based on analyses of interviews and surveys of 28 CEOs and 56 of their immediate followers (2 per CEO; members of the senior management team), the results indicate that only charismatic leadership relates positively to all three outcomes. Subconscious power motive relates negatively to charismatic and instrumental leadership; subconscious need for affiliation relates negatively to charismatic leadership; and subconscious need for achievement relates positively to instrumental and participative leadership. We conclude with a discussion of the implications and limitations of the study.

How interpersonal motives explain the influence of organizational culture on organizational productivity, creativity, and adaptation The ambidextrous interpersonal motives (AIM) model of organizational culture

Despite decades of research on organizational culture, the current literature lacks an orienting paradigm by which research findings can be accumulated regarding specific cultural forms’ influence on specific organizational outcomes. This paper introduces an AIM (ambidextrous interpersonal motives) model of organizational culture. First, drawing on literature from both individual psychology and social anthropology, we suggest that organizational culture can be understood through a framework of interpersonal motives (cooperation, competition, and autonomy). Second, we extend research on organizational ambidexterity to describe both pure and hybrid forms of interpersonally based organizational culture. Third, we suggest that pure forms of culture have consequences for individual achievement and citizenship, with unclear implications for higher level outcomes, while combinations of cultural motives (hybrid forms) have positive consequences for higher level outcomes such as organizational productivity, creativity, and adaptation. Fourth, we address the importance of subcultures and temporal considerations in the model with regard to organizational viability and overall performance. Finally, we outline the theoretical and practical implications for future research in organizational culture.

Unpacking team dynamics with growth modeling An approach to test, refine, and integrate theory

In this paper we advocate the use of growth modeling as an approach that is particularly useful for testing and refining existing theory on team dynamics, as well as integrating different theoretical perspectives. Quantitative studies that test team theories have typically included only one or two time points, between-team research designs, and hierarchical regression-based statistical analyses. Such an approach enables exploration of antecedents to explain why some teams are more effective than others at specified points in the team task or lifespan. In contrast, using three or more time points of data and applying growth modeling statistical analyses is atypical, but can allow for informative investigations of team trajectories, or patterns of change within teams. We argue that this approach can facilitate fruitful insights about team dynamics, and we provide guidelines for researchers as to how to investigate such team dynamics using growth modeling.

Toward a dynamic multilevel theory of team personality

Scholars have used a variety of ways to examine personality at the team level, yet never has a dynamic, multilevel approach been taken to examine the structure of team personality, how it develops, and how and why it may influence team effectiveness. If the concept of personality at the team level is to be taken seriously, we argue that a consistent theoretical orientation is necessary to synthesize past findings and guide future research. To fill this need, we discuss the definition, function, structure, and emergence of team personality, culminating in the development of a dynamic multilevel model linking individual team member personalities to team personality. This model is the basis through which we describe the development, path dependence, and impact of team personality. We conclude by discussing the theoretical and practical implications of our model.

The motivational drivers underlying for-profit venture creation: Comparing social and commercial entrepreneurs:

Despite the increase in scholarship on social entrepreneurship over the years, there is a lack of large-scale empirical research from which generalizations about social entrepreneurs can be made. As such, our understanding of these individuals is limited. In particular, we know little about the drivers motivating social entrepreneurs in their quest to create for-profit ventures and whether they differ from those of commercial entrepreneurs. In response to a call to investigate the possibility of such differences, we analyse data from Panel Study of Entrepreneurial Dynamics II (PSED II) and find evidence to suggest that nascent entrepreneurs seeking to create for-profit social ventures have higher levels of entrepreneurial self-efficacy and more ambitious goals than their commercial counterparts. We conclude by discussing the implications of our findings for academics and practitioners.