The Effect of Vision and Role Clarity on Team Performance
2015; Association of Food Technology, Turkey; Volume: 4; Issue: 3 Linguagem: Inglês
10.17261/pressacademia.2015313067
ISSN2146-7943
Autores Tópico(s)Quality and Supply Management
ResumoA strong vision and role definition can provide direction to a team and can positively impact its ability to succeed.However, although many studies conclude that vision and role clarity are important at the organizational level, the impacts of vision and role clarity on innovation/teams have received far less attention.The purpose of this research is to discuss vision components and Role Clarity, and explore their impacts on team performance.After studying the vision on a series of 9 innovation teams at three companies (Apple, IBM, and HP), we empirically tested the impact of the two components of vision (Vision Clarity, and Vision Support) and Role Clarity on overall team performance.Data were collected from 75 team members.We found that Vision Clarity has a positive effect on team performance.We also found that Vision Support and Role Clarity are not significantly related to team performance. 1.INTRODUCTIONIn order to improve effectiveness many companies have changed their structures from hierarchical organizational units to decentralized work teams (Mannix and Neale, 2005).At the same time, the process of team building has become more complex and requires more sophisticated management skills (Revilla and Cury, 2009).Incomplete or ambiguous specification of team vision and ambiguous role in collaborative team work is important problems among team members (see Stewart, Fulmer, Barrick, and Hollenbeck, 2005; Esper, Fugate, and Rapert, 2008; Shalley and Gilson, 2004; Koufteros, Vonderembse, and Doll, 2002; Lynn and Akgun, 2001; Rose, Ahuja, and Jones, 2006; Revilla and Rodriguez, 2011).For the purposes of our study, teams are defined as "a distinguishable set of two or more people who interact, dynamically, interdependently, and adaptively toward a common and valued goal/objective/mission, who have each been assigned specific roles or functions to perform, and who have a limited life-span of membership" (Rouse, Cannon-Bowers, and Salas, 1992).The teams may be composed of individuals closely tied within organizational and functional boundaries (e.g., marketing), or teams may be cross-functional (e.g., marketing, accounting, and production), where individuals originate from a variety of disciplines and
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