Recent conceptual work draws meaningful distinctions between experiential and declarative well-being (Shmotkin, 2005), but little has been done to apply such distinctions in organisational psychology. We use this framework to integrate self-determination theory (Deci & Ryan, 1985) and flow theory (Csikszentmihalyi, 1975), leading to hypotheses proposing that flow experiences at work (experiential well-being) lead to declarative well-being outcomes through their influence on the satisfaction of basic psychological needs for competence and autonomy. Findings from a two-week experience sampling study of full-time employees offer support for our hypotheses. This study also shows support for the moderating effect of individual differences in personality on the relationships among flow experiences, need fulfillment, and declarative well-being.

Work groups are a vital link between individuals and organizations. Systematic psychological research on the nature and effects of work groups dates back at least to the Hawthorne studies of the 1920s and 1930s. Yet little to none of this work appeared in the Journal of Applied Psychology until the 1950s when groups were treated primarily as foils against which to compare the performance of individuals. From the 1990s to the present, the volume of research and the nature of topics addressing work group/teams expanded significantly. The authors review the evolution of team research over the past century with a particular focus on that which has appeared in this journal. They chronicle the shift from a focus on individuals within teams, or on individual versus team comparisons, to a focus on the team itself and larger systems of teams. They describe the major outcomes studied within this literature, and how they relate to the nature of team tasks and structures. Further, the authors consider the roles of team members' characteristics and composition, and team dynamics in terms of processes and emergent states. They close with a call for future research that models dynamic team relationships in context and as they operate in complex systems. (PsycINFO Database Record

Smart Grid markets are dynamic and complex, and brokers are widely introduced to better manage the markets. However, brokers face great challenges, including the varying energy demands of consumers, the changing prices in the markets, and the competitions between each other. This paper proposes an intelligent broker model based on hybrid learning (including unsupervised, supervised and reinforcement learning), which generates smart trading strategies to adapt to the dynamics and complexity of Smart Grid markets. The proposed broker model comprises three interconnected modules. Customer demand prediction module predicts short-term demands of various consumers with a data-driven method. Wholesale market module employs a Markov Decision Process for the one-day-ahead power auction based on the predicted demand. Retail market module introduces independent reinforcement learning processes to optimize prices for different types of consumers to compete with other brokers in the retail market. We evaluate the proposed broker model on Power TAC platform. The experimental results show that our broker is not only is competitive in making profit, but also maintains a good supply-demand balance. In addition, we also discover two empirical laws in the competitive power market environment, which are: 1. profit margin shrinks when there are fierce competitions in markets; 2. the imbalance rate of supply demand increases when the market environment is more competitive.

Trust and liking are attitudes with important implications for automation reliance in single-advisor settings; however, the extent to which their relationships with reliance generalise to settings in which the user receives conflicting advice from a human and automation is unknown. Participants completed an X-ray screening task and received simultaneous advice from what they believed was another human and an automated aid. High disuse was found for both advisors. Among participants who relied on advice, those with greater relative liking for the automation than for the human significantly increased their reliance on the automation relative to the human during the first half of the task. No significant relationships were found between relative trust or relative liking with reliance in the later part of the task, suggesting that reliance processes in dual-advisor settings may differ from those in single-advisor settings.

Multiteam systems are increasingly used by organizations, but are difficult to coordinate effectively. Building from theory on representational gaps, we explain why coordination between teams in multiteam systems can be hindered by inconsistencies that exist between them regarding the definition of shared problems. We argue that frame-of-reference training, an intervention that is theorized to reduce representational gaps, can facilitate coordination and subsequent performance in multiteam systems. We studied the effects of frame-of-reference training on multiteam system coordination and performance in 249 multiteam systems comprised of specialized teams. Supporting our expectations, we found that: (a) frame-of-reference training had a positive effect on multiteam system performance by enhancing between-team coordination; (b) within-team coordination improved the relationship between frame-of-reference training and between-team coordination, ultimately improving multiteam system performance; and (c) the patterns by which within-team coordination leveraged our intervention depended on teams' specific functions. Our findings extend representational gaps theory, highlight the interdependencies between team-level and system-level coordination, and demonstrate the utility of frame-of-reference training in a new setting.

In line with recent work which suggests that multiteam systems benefit from more centralized planning functions relative to stand-alone teams, we examine the importance of centralizing strategic execution (i.e., integrative) functions in multiteam systems. Building from representational gaps theory, we studied the effects of frame-of- reference training on strategic execution and multiteam system performance in 249 large multiteam systems comprised of three specialized component teams each with six members. We found that frame-of-reference training had direct positive effects on strategic execution and enhanced the relationship between coordination within component teams and strategic execution. Our findings extend our understanding of multiteam system leadership functions, highlight the interdependencies between component team coordination efforts, and demonstrate that frame-of-reference training can be effectively applied beyond the performance appraisal context to aid multiteam system functioning.

OBJECTIVE:To gain a better understanding of the role of interpersonal trust in veterinarian-client interactions during routine health-care visits, develop a measure of trust uniquely suited to the context of veterinary medicine, and interpret the actions, beliefs, and perceptions that capture client trust toward veterinarians.DESIGN:Correlational study.SAMPLE:103 veterinary students and 19 standardized clients with pets from a college of veterinary medicine at a large public Midwestern university.PROCEDURES:measure of trust specific to veterinarian-client interactions was constructed on the basis of preexisting conceptualizations of the construct and administered to veterinary students and standardized clients following interactions in 2 medical scenarios in a high-fidelity simulated animal health clinic. Exploratory and confirmatory factor analytic techniques were used to validate the measure of trust, and hierarchic linear modeling was used to explore indicators of standardized client trust perceptions in one of the scenarios.RESULTS:Factor analysis revealed that the measure captured 2 perceptions indicative of trust in veterinary contexts: professionalism and technical candor. Students who had behaviors reflecting these factors as well as those who were perceived as more technically competent were seen as more trustworthy by standardized clients.CONCLUSIONS AND CLINICAL RELEVANCE:The development of trustworthy relationships between clients and veterinarians is important to the continued growth and success of the profession. By identifying characteristics of veterinarian trustworthiness and developing related measurement tools, proactive approaches to monitoring veterinarian-client relations can be implemented and incorporated into veterinary training and practice programs to identify areas for improvement.

This study examined the impact of three alternative types of goals (specific learning, general "do your best" learning, and specific performance) on team performance. Eighty-four-person teams engaged in an interdependent command and control simulation in which the team goal and task complexity were manipulated. Contrary to research at the individual level, teams with specific learning goals performed worse than did teams with general "do your best" learning goals or specific performance goals. The negative effects of specific learning goals relative to general "do your best" learning goals and specific performance goals were amplified under conditions of increased task complexity and were explained by the amount of coordination in the teams. (c) 2013 Elsevier Inc. All rights reserved.

Going beyond previous studies on satisfaction in pursuing approach versus avoidance goals, the current study is the first to examine individual satisfaction in pursuing approach and avoidance goals as determined by regulatory fit between type of goal and type of strategy. Specifically, the present study shows that people with approach goals have greater satisfaction when they use an approach strategy rather than an avoidance strategy. People with avoidance goals have greater satisfaction when they use an avoidance strategy rather than an approach strategy. In addition, we explored how individual differences in the Behavioral Activation System and the Behavioral Inhibition System influenced reactions to approach and avoidance goals and strategies.

The literature on small stand-alone teams has suggested that decentralization has predominantly positive features. However, in multiteam systems, the presence of other highly interdependent teams adds a level of complexity that may preclude generalizing from teams to multiteam systems. We studied the effects of decentralized planning in 210 multiteam systems, each composed of three six-person, functionally specialized component teams. As has previous research, we find that decentralized planning has positive effects on multiteam system performance, attributable to enhanced proactivity and aspiration levels. However, we also find that the positive effects associated with decentralized planning are offset by the even stronger negative effects attributable to excessive risk seeking and coordination failures. We discuss the implications for theories of intrateam and interteam dynamics, along with the applied implications for designing empowerment interventions in team and multiteam contexts.

This study investigated coordinated action in multiteam systems employing 233 correspondent systems, comprising 3 highly specialized 6-person teams, that were engaged in an exercise that was simultaneously "laboratory-like" and "field-like." It enriches multiteam system theory through the combination of theoretical perspectives from the team and the large organization literatures, underscores the differential impact of large size and modular organization by specialization, and demonstrates that conventional wisdom regarding effective coordination in traditional teams and large organizations does not always transfer to multiteam systems. We empirically show that coordination enacted across team boundaries at the component team level can be detrimental to performance and that coordinated actions enacted by component team boundary spanners and system leadership positively impact system performance only when these actions are centered around the component team most critical to addressing the demands of the task environment.

In this study, we examined the impact of seeding teams to create maximal and minimal levels of extroversion and conscientiousness variance. Using the theories of complementary and supplementary fit, we make predictions regarding the main and interactive effects of extroversion and conscientiousness variance on performance. Testing our hypotheses in a longitudinal study of MBA teams, our results demonstrate that the combination of minimizing conscientiousness variance (consistent with complementary fit) and maximizing extroversion variance (consistent with supplementary fit) produced the highest levels of short-term and long-term performance.jasp_778 1701..1732

This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting that it was more difficult for teams to adapt to a centralized decision-making structure after formerly working within a decentralized structure, than it was to adapt in the alternative direction. The negative effects of centralized shifts were mediated by efficiency and adaptability, in the sense that former decentralized teams experienced the negative aspects of centralization (lack of adaptability), but not the positive aspects (efficiency). The dangers of employing structural reconfiguration to solve certain problems in teams are discussed, especially if these changes are based upon expectations generalized from cross-sectional research that did not directly observe teams that experienced true structural change.

We challenge the assumption that within-team variability in team efficacy is simply a methodological concern and statistical prerequisite. We do so by developing a theoretical model and research agenda for the study of dispersion in team efficacy. We construct a taxonomy that distinguishes 4 distinct forms of dispersion in team efficacy, discuss the antecedents to these forms of dispersion, and examine how the forms of efficacy dispersion impact team emergent states, processes, and effectiveness.

We are gratified by the large number of commentaries to our focal article (Dalal, Bonaccio, et al., 2010) that advocated greater integration of industrial–organizational psychology and organizational behavior (IOOB) with the field of judgment and decision making (JDM). The commentaries were uniformly constructive and civil. Our disagreements with the commentaries are mild and are limited primarily to the roles of external validity, internal validity, and laboratory experiments in IOOB. For the majority of our response, we attempt to build on the views expressed in the commentaries and to articulate some thoughts regarding the future. We structure our response according to the following themes: barriers to cross-fertilization between IOOB and JDM, areas of existing and potential JDM-to-IOOB cross-fertilization, areas of potential IOOB-to-JDM cross-fertilization, and ways to increase (and ideally institutionalize) cross-fertilization. We hope our focal article and our response to the commentaries will help to ignite exciting basic research and important practical applications associated with decision making in the workplace.

The major premise of this article is that increased exposure to—and increased application of—theories, methods, and findings from the judgment and decision-making (JDM) field will aid industrial–organizational psychology and organizational behavior (IOOB) researchers and practitioners in studying workplace decisions. To this end, we first provide evidence of the lack of cross-fertilization between JDM and IOOB and then provide an overview of the JDM research literature. Next, with the aid of a panel of prominent IOOB scholars who share JDM interests, we discuss the philosophical and methodological traditions in IOOB and JDM, the areas in which IOOB has already been enriched by JDM as well as the areas in which it might be further enriched in the future, ways of increasing cross-fertilization from JDM to IOOB, and ways in which IOOB can in turn contribute to JDM. Through this focal article, we hope to spark conversation and ultimately engender more cross-fertilization between JDM and IOOB.

This study examined the relative effectiveness of three structural approaches to reducing team size. Seventy-one five-person teams engaged in a simulated interactive task in which the approach to downsizing was manipulated. Results suggest that the structural approaches to reducing team size differentially impact team performance, and this relationship is mediated by how and to what degree teams adapt their task-related behaviors. Moreover, results from this study emphasize the importance of team composition in cases of team downsizing. Specifically, emotional stability and extraversion can help mitigate the negative effects associated with reducing team size.

Structural Adaptation Theory proposes that it is more difficult for teams to change from competitive to cooperative reward conditions than it is for them to change in the opposite direction, and this has been labeled the cutthroat cooperation effect [Johnson, M. D., Hollenbeck, J. R., Ilgen, D. R., Humphrey, S. E., Meyer, C. J., & Jundt, D. K. (2006). Cutthroat cooperation: Asymmetrical adaptation of team reward structures. Academy of Management Journal, 49, 103–120]. The current study investigated whether team role discussion can neutralize this effect and promote successful adaptation from competitive to cooperative reward structures. Consistent with our predictions, in a study that involved 75 four-person teams performing a complex task under cooperative reward conditions, we found that teams with a history of competitive rewards performed worse than teams with a history of cooperative rewards in a control condition. However, this effect was neutralized when teams allocated their roles in a team role discussion. This neutralization effect was driven by behavioral coordination and unmet expectations regarding conflict.

Objective: We provide an empirical demonstration of the importance of attending to human user individual differences in examinations of trust and automation use. Background: Past research has generally supported the notions that machine reliability predicts trust in automation, and trust in turn predicts automation use. However, links between user personality and perceptions of the machine with trust in automation have not been empirically established. Method: On our X-ray screening task, 255 students rated trust and made automation use decisions while visually searching for weapons in X-ray images of luggage. Results: We demonstrate that individual differences affect perceptions of machine characteristics when actual machine characteristics are constant, that perceptions account for 52% of trust variance above the effects of actual characteristics, and that perceptions mediate the effects of actual characteristics on trust. Importantly, we also demonstrate that when administered at different times, the same six trust items reflect two types of trust (dispositional trust and history-based trust) and that these two trust constructs are differentially related to other variables. Interactions were found among user characteristics, machine characteristics, and automation use. Conclusion: Our results suggest that increased specificity in the conceptualization and measurement of trust is required, future researchers should assess user perceptions of machine characteristics in addition to actual machine characteristics, and incorporation of user extraversion and propensity to trust machines can increase prediction of automation use decisions. Application: Potential applications include the design of flexible automation training programs tailored to individuals who differ in systematic ways.

Copyright © National Academy of Sciences. All rights reserved. Unless otherwise indicated, all materials in this PDF file are copyrighted by the National Academy of Sciences. Distribution or copying is strictly prohibited without permission of the National Academies Press . Permission is granted for this material to be posted on a secure password-protected Web site. The content may not be posted on a public Web site. ISBN: 0-309-11229-X, 300 pages, 6 x 9, (2007)