Team empowerment: an empirical study in Spanish University R&D teams

International Journal of Human Resources Development and Management

Volumn 5, Issue 1, 2005, Pages 69-84

  de Luis Carnicer, Pilar ^a   Martínez Sánchez, Angel ^a   Pérez Pérez, Manuela ^a   Jiménez, María José Vela ^b  

^a UNIVERSITY OF ZARAGOZA   (Spain)

^b UNIVERSITY OF ZARAGOZA   (Spain)

Author keywords

diversity; empowerment; flexibility; teamwork

Indexed keywords

EID: 66749130231     PISSN: 14656612     EISSN: 17415160     Source Type: Journal    
DOI: 10.1504/ijhrdm.2005.005986     Document Type: Article

References (36)

1. Allison, P. (1978) ‘Measures of inequality’, American Sociological Review, Vol. 43, pp.865–880.
2. Blau, P. (1977) Inequality and Heterogeneity, Free Press, New York.
3. Campion, M., Papper, E. and Medsker, G. (1996) ‘Relations between work teams characteristics and effectiveness: a replication and extension’, Personnel Psychology, Vol. 49, pp.429–450.
4. Carpenter, M. (2002) ‘The implications of strategy and social context for the relationship between top management team heterogeneity and firm performance’, Strategic Management Journal, Vol. 23, pp.275–284.
5. Carsten, J. and Spector, P. (1987) ‘Unemployment, job satisfaction, and employee turnover: a meta-analytic test of the Muchinsky model’, Journal of Applied Psychology, Vol. 72, pp.374–381.
6. Chansler, P. and Swamidass, P. (2001) ‘Predictors of collectively-led work group cohesion: an empirical study of ‘natural work groups’ at a Harley-Davidson Motor company plant’, Proceedings of the 12th Conference of the Production and Operations Management Society, Orlando, USA.
7. Cohen, S. and Bailey, D. (1997) ‘What makes team work: group effectiveness research from the shop floor to the executive suite’, Journal of Management, Vol. 23, No. 3, pp.239–290.
8. Drew, S. and Thomas, C. (1997) ‘Transformation through teamwork: the path to the new organization’, Team Performance Management, Vol. 3, No. 3, pp.162–178.
9. Eisenberger, R., Huntington, R., Hutchison, S. and Sowa, D. (1986) ‘Perceived organizational support’, Journal of Applied Psychology, Vol. 71, No. 3, pp.500–507.
10. Folger, R. and Konovsky, M. (1989) ‘Effects of procedural and distributive justice on reactions to pay raise decisions’, Academy of Management Journal, Vol. 32, No. 1, pp.115–130.
11. Gilbert, J. and Tang, T. (1998) ‘An examination of organizational trust antecedents’, Public Personnel Management, Vol. 27, No. 3, pp.321–338.
12. Guzzo, R., Yost, P., Campbell, R. and Shea, G. (1993) ‘Potency in groups: articulating a construct’, British Journal of Social Psychology, Vol. 32, No. 1, pp.87–106.
13. Harrison, D., Price, K. and Bell, M. (1998) ‘Beyond relational demography: time and the effects of surface- and deep-level diversity on work group cohesion’, Academy of Management Journal, Vol. 41, No. 1, pp.96–107.
14. Jackson, S., May, K. and Whitney, K. (1995) ‘Understanding the dynamics of diversity in decision-making teams’, in Guzzo, R. and Salas, E. (Eds.): Team Decision-making Effectiveness in Organizations, Jossey-Bass, San Francisco, USA, pp.204–261.
15. Kirkman, B. and Rosen, B. (1999) ‘Beyond self-management: antecedents and consequences of team empowerment’, Academy of Management Journal, Vol. 41, No. 1, pp.58–74.
16. Kirkman, B. and Saphiro, D. (2001) ‘The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: the mediating role of employee resistance’, Academy of Management Journal, Vol. 44, No. 3, pp.557–569.
17. Leede, J. and Riemsdijk, M. (2001) ‘External labour flexibility and teamwork in manufacturing: are the two compatible?’, Proceedings of the 8th EUROMA Conference, Bath, UK, pp.1235–1248.
18. Malatesta, R. and Byrne, Z. (1997) ‘The impact of formal and interactional justice on organizational outcomes’, Paper presented at the Annual Meeting of the Society for Industrial and Organizational Psychology, St. Louis.
19. Masterson, S., Lewis, K., Goldman, B. and Taylor, M. (2000) ‘Integrating justice and social exchange: the differing effects of fair procedures and treatment on work relationships’, Academy of Management Journal, Vol. 43, No. 4, pp.738–748.
20. Milliken, F. and Martins, L. (1996) ‘Searching for common threads: understanding the multiple effects of diversity in organizational groups’, Academy of Management Review, Vol. 21, pp.402–433.
21. Mowday, R.; Steers, R. and Porter, L. (1979) ‘The measurement of organizational commitment’, Journal of Vocational Behavior, Vol. 14, pp.224–247.
22. O’Reilly, C., Caldwell, D. and Barnett, W. (1989) ‘Work group demography, social integration, and turnover’, Administrative Science Quarterly, Vol. 34, No. 1, pp.21–37.
23. Pelled, L. (1996) ‘Demographic diversity, conflict, and work group outcomes: an intervening process theory’, Organization Science, Vol. 7, No. 6, pp.615–631.
24. Pelled, L. and Adler, P. (1994) ‘Antecedents of intergroup conflict in multifunctional product development teams: a conceptual model’, IEEE Transactions on Engineering Management, Vol. 41, No. 1, pp.21–28.
25. Porter, L., Steers, R., Mowday, R. and Boulian, P. (1974) ‘Organizational commitment, job satisfaction, and turnover among psychiatric technicians’, Journal of Applied Psychology, Vol. 59, pp.603–609.
26. Shapiro, D. and Kirkman, B. (1999) ‘Employees’ reaction to the change to work teams: the influence of ‘anticipatory’ injustice’, Journal of Organizational Change Management, Vol. 12, No. 1, pp.51–66.
27. Simons, T., Pelled, L. and Smith, K. (1999) ‘Making use of difference: diversity, debate, and decision comprehensiveness in top management teams’, Academy of Management Journal, Vol. 42, No. 6, pp.662–674.
28. Spreitzer, G. (1995) ‘Psychological empowerment in the workforce: dimensions, measurement, and validation’, Academy of Management Journal, Vol. 38, pp.1442–1465.
29. Stewart, G. and Barrick, M. (2000) ‘Team structure and performance: assessing the mediating role of intrateam process and the moderating role of task type’, Academy of Management Journal, Vol. 43, No. 2, pp.135–148.
30. Thomas, K. and Tymon, W. (1993) Empowerment Inventory, Xixom, Tuxedo, NY.
31. Thomas, K. and Tymon, W. (1994) ‘Does empowerment always work: understanding the role of intrinsic motivation and personal interpretation?’, Journal of Management Systems, Vol. 6, No. 1, pp.39–54.
32. Tsui, A., Egan, T. and O’Reilly, C. (1992) ‘Being different: relational demography and organizational commitment’, Administrative Science Quarterly, Vol. 37, pp.549–579.
33. Wierseman, M. and Bird, A. (1993) ‘Organizational demography in Japanese firms: group heterogeneity, individual dissimilarity, and top management team turnover’, Academy of Management Journal, Vol. 36, pp.996–1025.
34. Wiesenfeld, B., Raghuram, S. and Garud, R. (2001) ‘Organizational identification among virtual workers: the role of need for affiliation and perceived work-based social support’, Journal of Management, Vol. 27, No. 2, pp.213–229.
35. However they agree to say that the minimum proportion of permanent workers should be at least two-third.
36. The results of the empirical study do not change if we use an additive value of team empowerment instead of this average value.