Toward a Systems Theory of Motivated Behavior in Work Teams

By Gilad Chen, R. Kanfer. 2006

505 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a9e939a4a3c39481f0bc3437806e2259898887be

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

Proactively performing teams: The role of work design, transformational leadership, and team composition (2010, methodology): “Of the four categories of ambient inputs identified by Chen and Kanfer (2006), we include three categories for which there are clear theoretical reasons to expect associations with proactive performance: work design (i.e., team self-management), leadership (i.e., the transformational leadership of…”
From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning (2019, background): “Learning-oriented teams are more tolerant of failure (Alexander and Van Knippenberg, 2014) and are comprised of team members who are willing to acknowledge their own fallibility to others (Chen and Kanfer, 2006; Chen et al., 2009).”
Employee voice and organizational performance: Team versus representative influence (2010, background): “Chen and Kanfer (2006) argue that while individuals’ perceptions of their personal empowerment may be closely related to the degree of team empowerment, there may nevertheless be important differences between the two.”
A Cross-Level Test of Empowerment and Process Influences on Members’ Informal Learning and Team Commitment (2015, background): “While discretionary stimuli are considered potent drivers of individuals’ reactions and behaviors (Chen & Kanfer, 2006; Hackman, 1982) and have been examined in the team commitment literature (Bishop et al., 2000), our primary focus here is on the influence of ambient team-level stimuli influences…”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “Team research has long recognized the duality of process (emergence) and structure (context) as reciprocal forces (Chen & Kanfer, 2006).”
Getting Everyone on Board (2015, background): “…team level, researchers need to incorporate two parallel perspectives, with one addressing the collective nature of the team (i.e., the “whole”), and the other focusing on a team’s individual members (i.e., the “parts”; Chen & Kanfer, 2006; Dansereau, Yammarino, & Kohles, 1999; Wu et al., 2010).”
How Colleagues Can Support Each Other's Needs and Motivation: An Intervention on Employee Work Motivation (2018, background): “Team cohesion may be a moderating factor altering this effect, as employees need to be sufficiently close with each other for need supportive behaviours to have their effect (Chen & Kanfer, 2006).”
Making the most of structural support: : moderating influence of employees' clarity and negative affect. (2013, result): “Our approach parallels what Chen and Kanfer (2006) referred to as team-oriented inputs into a motivational system that pervade a whole team (such as work design) and that contrast with person-oriented stimuli directed to specific team members (such as individual feedback).”
A multilevel study of transformational leadership, identification, and follower outcomes ☆ (2012, background): “…is that the dual-level TFL process model allows us to test the cross-level effects from the group level to the individual level, whichwill shed light on the dynamic interplay between individualswithin a teamand the team as a whole (Chen & Kanfer, 2006; Chen et al., 2007; Kozlowski & Bell, 2003).”