Linking capacities of high-quality relationships to team learning and performance in service organizations

By Daphna Brueller, Abraham Carmeli. 2011

101 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/77e731602b86bde679722907e8f74e996e2d7865

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In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Relationship Quality and Virtuousness (2013, methodology): “We assessed the ECC of TMTs by adapting three items used in previous studies (Carmeli, 2009; Carmeli, Brueller, & Dutton, 2009) and employed in a team context (Brueller & Carmeli, 2011).”
From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning (2019, background): “…curiosity about new ideas and different perspectives is at the heart of developing highquality relationships (Dutton and Heaphy, 2003), which have been shown to positively influence psychological safety through enhanced self-disclosure and mutual emotional engagement (Brueller and Carmeli, 2011).”
CEO Entrepreneurial Leadership and Performance Outcomes of Top Management Teams in Entrepreneurial Ventures: The Mediating Effects of Psychological Safety* (2018, background): “At the team level, researchers have begun to uncover a strong link between psychological safety and performance in the service industry (e.g., Brueller and Carmeli 2011; Schaubroeck, Lam, and Peng 2011).”
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams (2016, methodology): “Emotional expression is an important aspect of the generativity of HQCs between individuals (Stephens et al., 2011), and also within teams (Brueller and Carmeli, 2011; Stephens et al., 2013).”
The effect of team affective tone on team performance: the roles of team identification and team cooperation (2017, background): “…provide 8 adequate resources, and give supportive feedback for stimulating positive affect, because 9 team members are likely to engage in critical reflection on their teamwork experiences 10 through their specific emotional reactions (e.g., Brueller & Carmeli, 2011; London & Sessa, 11 2007).”