Team Self-Management, Organizational Structure, and Judgments of Team Effectiveness

By Jasmine Tata, Sameer Prasad. 2004

200 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/32ce92e5cf729ff7f97960777e0fbcb3fd094e75

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors (2018, background): “Tata and Prasad (2004) found that formalization, the extent to which the organization has explicit norms, significantly moderates the relationship between self-management and team effectiveness such that SMTs are more effective under lower levels of organizational formalization.”
Understanding the relationship between individualism–collectivism and team performance through an integration of social identity theory and the social relations model (2006, background): “Consequently, organizational members are required to participate in teams now more than ever before (Eby & Dobbins, 1997; Kirkman et al., 2001; Tata & Prasad, 2004).”
Assessing the Effects of Cultural Intelligence on Team Knowledge Sharing From a Socio‐Cognitive Perspective (2013, unknown): “…by self-evaluation components of the members of the team, such as perceived team efficacy (e.g., Tyran & Gibson, 2008), teamself-management (Tata & Prasad, 2004), selfguidance training (T. C. Brown, 2003), team self-esteem (e.g., Katz-Navon & Erez, 2005), self-estimation (Olszewska, 1982),…”
Teamworking and organizational performance: A review of survey-based research (2008, background): “…0 24 Osterman 2000 + 25 Paul and Anantharaman 2003 + + 26 Power and Waddell 2004 0 27 Procter and Burridge 2004 + + 28 Stewart and Barrick 2000 + 29 Tata and Prasad 2004 + + 30 West et al. 2002 + 31 Zwick 2004 + + Notes: + indicates a statistically significant impact and/or performance enhancing…”
Self-Leadership: A Multilevel Review (2011, background): “In terms of organizational structure, Tata and Prasad (2004) found the effects of team self-leadership on team performance to be stronger under low levels of centralization and formalization.”
Toward Agile: An Integrated Analysis of Quantitative and Qualitative Field Data (2010, background): “Autonomy brings decisionmaking authority to the hands of the people who face and handle problems every day, thus, it increases the speed and effectiveness of problem solving (Larman 2004; Tata and Prasad 2004).”
High-involvement human resource practices, affective commitment, and organizational citizenship behaviors (2012, background): “Through empowerment, employees serve in extra roles, bear additional responsibilities, and exhibit increased autonomy at work, thus creating emotional attachment and enhancing employees’ commitment (Tata & Prasad, 2004).”
Structure and Learning in Self-Managed Teams: Why "Bureaucratic" Teams Can Be Better Learners (2010, background): “The term structure is often used to conceptualize the design of tasks within a group, with particular emphasis on issues of interdependence and autonomy (Langfred 2009, Stewart and Barrick 2000, Tata and Prasad 2004, Wageman et al. 2005).”
Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness (2010, background): “Indeed, according to Tata and Prasad (2004), “[s]elf-management can directly influence team effectiveness since it brings decision-making authority to the level of operational problems and uncertainties and, thus, increases the speed and accuracy of problem solving” (p. 250).”