When Collective- and Self-Efficacy Affect Team Performance

By Tal Katz-Navon, Miriam Erez. 2005

240 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c6175c05630d1c05e1c47788f160daa7ef13376b

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In Management Science and Operations Research

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Towards Autonomous Transportation. Passengers’ Experiences, Perceptions and Feelings in a Driverless Shuttle Bus in Finland (2019, background): “It d fines how big behaviou al risks can be taken [48].”
Team level positivity: investigating positive psychological capacities and team level outcomes (2009, background): “Efficacious teams are more confident about their task at hand, and are therefore more likely to actively engage in their work and to proactively interact with each other toward successful completion of the task (assuming a sufficient level of task interdependence, Katz-Navon & Erez, 2005).”
Assessing the Effects of Cultural Intelligence on Team Knowledge Sharing From a Socio‐Cognitive Perspective (2013, background): “Perceived team efficacy is based on an aggregated concept of self-efficacy from the individual level to the team level (Katz-Navon & Erez, 2005; Lin et al., 2012; Tyran & Gibson, 2008).”
Leadership efficacy: Review and future directions (2008, background): “These findings supplement the well-established literature linking collective efficacy with group performance outcomes (Chen et al., 2002; Gully et al., 2002; Navon and Erez, 2005; Peterson et al., 2000).”
EFFICACY DISPERSION IN TEAMS: MOVING BEYOND AGREEMENT AND AGGREGATION (2010, background): “Whereas some scholars have found that team efficacy beliefs converge towards greater agreement over time (e.g., Baker, 2001; Jung & Sosik, 2003), other scholars have found that team efficacy beliefs do not always converge (e.g., Katz-Navon & Erez, 2005).”
Multilevel Research in the Field of Organizational Behavior (2013, background): “At the same time, many studies have showed the importance of bottom-up emergent processes that yield higher level phenomena (Bashshur, Hernández, & González-Romá, 2011; Katz-Navon & Erez, 2005; MarquesQuinteiro, Curral, Passos, & Lewis, in press).”
Self-efficacy and work-related performance: the integral role of individual differences. (2007, background): “Relatedly, because recent research has investigated team efficacy (Chen, Thomas, & Wallace, 2005; Katz-Navon & Erez, 2005), whereas other research has investigated team composition in terms of personality and cognitive ability (LePine, 2003; Porter et al., 2003; Stewart, Fulmer, & Barrick, 2005),…”
Understanding and improving teamwork in organizations: a scientifically based practical guide (2015, background): “…discussed collective efficacy (i.e., collective sense of competence or perceived empowerment to control the team’s function or environment; e.g., Katz-Navon & Erez, 2005; Mathieu, Gilson, & Ruddy, 2006; Zaccaro, Blair, Peterson, & Zazanis, 1995), trust (i.e., shared belief that all team…”