John E Mathieu

Dados Biográficos

ID5789727
NOMEJohn E Mathieu
PRENOMESJohn E
SOBRENOMEMathieu
ASSINATURAMATHIEU J E
AFILIAÇÕESUniversity of Connecticut
ORCID0000-0002-6881-4022
VERIFICADOSim
TOTAL DE OBRAS32
TOTAL DE CITAÇÕES176
TOTAL COMO AUTOR32
TOTAL COMO EDITOR0
PRIMEIRO ANO DE PUBLICAÇÃO1987
ANO MAIS RECENTE DE PUBLICAÇÃO2018
ÍNDICE H6

  • Embracing Complexity

    John E Mathieu, Peter Gallagher et al.ARTICLEAnnual Review of Organizational…2018

    We conceptualize organizational teams as dynamic systems evolving in response to their environments. We then review the past 10 years of team effectiveness research and summarize its implications by categorizing studies under three main overlapping and coevolving dimensions: compositional features, structural features, and mediating mechanisms. We highlight prominent work that focused on variables in each of these dimensions and discuss their key…

  • Understanding “It Depends” in Organizational Research

    Open AccessRichard G Gardner, T Brad Harris et al.ARTICLEOrganizational Research Methods2017

    The study of interaction effects is critical for creating, extending, and bounding theory in organizational research. Integrating and extending prior work, we present a taxonomy of two-way interaction effects that can guide organizational scholars toward clearer, more precise ways of developing theory, advancing hypotheses, and interpreting results. Specifically, we identify three primary interaction types, including strengthening, weakening, and…

  • A century of work teams in the Journal of Applied Psychology.

    John E Mathieu, John R Hollenbeck et al.ARTICLEJournal of Applied Psychology2017

    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 o…

  • A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations

    Open AccessLauren D’innocenzo, John E Mathieu et al.ARTICLEJournal of Management2016

    Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically, as compared to studies that conceptualized and em…

  • The problem with [in] management theory

    Open AccessJohn E MathieuARTICLEJournal of Organizational Behavior2016Citada por: 6Referências: 7

    Theory is essential to everything that we do as people studying and practicing industrial/organizational psychology and organizational behavior. But, I think that our field has lost its way recently and become enamored by shiny objects and interesting puzzles. Advancing management theory seems to have become an end state in and of itself. We seemed to be far more concerned with the entertainment value of theories than we are with their scientific…

  • Modeling reciprocal team cohesion–performance relationships, as impacted by shared leadership and members’ competence.

    John E Mathieu, Michael Kukenberger et al.ARTICLEJournal of Applied Psychology2015

    Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. We then used longitudinal data from 205 members of 57 student teams who competed in a complex business simu…

  • Global organizational communities of practice

    Open AccessBradley L Kirkman, John L Cordery et al.ARTICLEHuman Relations2013Citada por: 10Referências: 76

    Organizational communities of practice (OCoPs) are used increasingly to capitalize on valuable distributed knowledge and to fully engage the innovation potential of employees. OCoPs have become increasingly global in their reach, relying of necessity on virtual forms of interaction to engage the participation and expertise of a global workforce. An unanswered question is whether the performance of such global OCoPs may be predicted to benefit or …

  • Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research

    Open AccessM Travis Maynard, Lucy L Gilson et al.ARTICLEJournal of Management2012

    In this article, the authors review research that has examined psychological empowerment at various levels of analysis. Specifically, at the individual, team, and organizational levels of analysis, the authors summarize research that has examined both antecedents to psychological empowerment and the various outcomes of empowerment. Similarly, they discuss studies that have considered the multilevel relationships of psychological empowerment. In a…

  • Understanding and estimating the power to detect cross-level interaction effects in multilevel modeling.

    John E Mathieu, Herman Aguinis et al.ARTICLEJournal of Applied Psychology2012

    Cross-level interaction effects lie at the heart of multilevel contingency and interactionism theories. Researchers have often lamented the difficulty of finding hypothesized cross-level interactions, and to date there has been no means by which the statistical power of such tests can be evaluated. We develop such a method and report results of a large-scale simulation study, verify its accuracy, and provide evidence regarding the relative import…

  • Something(s) old and something(s) new

    Open AccessM Travis Maynard, John E Mathieu et al.ARTICLEJournal of Organizational Behavior2012Citada por: 9Referências: 9

    We developed and tested a model that bridges existing team effectiveness theory with new ideas aimed at understanding the complexity of multiple team membership and virtuality. Using a sample of 60 global, virtual supply teams from a large multi‐national organization, we propose that even for new team configurations, transactive memory systems and preparation activities are critical for effectiveness. We also examined the association between memb…

  • Team Effectiveness 1997-2007

    Open AccessJohn Mathieu, John E Mathieu et al.ARTICLEJournal of Management2008

    The authors review team research that has been conducted over the past 10 years. They discuss the nature of work teams in context and note the substantive differences underlying different types of teams. They then review representative studies that have appeared in the past decade in the context of an enhanced input-process-outcome framework that has evolved into an inputs-mediators-outcome time-sensitive approach. They note what has been learned…

  • A Meta‐analysis of Teamwork Processes

    Open AccessJeffery A LePine, Ronald F Piccolo et al.ARTICLEPersonnel Psychology2008

    Drawing from Marks, Mathieu, and Zaccaro (2001) , we proposed that narrowly focused teamwork processes load onto 3 higher‐order teamwork process dimensions, which in turn load onto a general teamwork process factor. Results of model testing using meta‐analyses of relationships among narrow teamwork processes provided support for the structure of this multidimensional theory of teamwork process. Meta‐analytic results also indicated that teamwork p…

  • Building Theoretical and Empirical Bridges Across Levels

    Michael A Hitt, Paul W Beamish et al.ARTICLEAcademy of Management Journal2007

    Most management problems involve multilevel phenomena, yet most management research uses a single level of analysis. A micro or a macro lens alone yields incomplete understanding at either level. Multilevel research addresses the levels of theory, measurement, and analysis required to fully examine research questions. This forum presents multilevel research on bribery, national identity, team boundary spanning, professional role identity, organiz…

  • An examination of the effects of organizational district and team contexts on team processes and performance

    Open AccessJohn E Mathieu, M Travis Maynard et al.ARTICLEJournal of Organizational Behavior2007Referências: 13

    We examined the effects of organizational district and team contexts on team processes and performance in a longitudinal cross‐level design. As hypothesized, at the team‐level of analysis, interdependence related positively to team performance as partially mediated by processes. Moreover, a cross‐level mediational relationship was evident between the organizational district‐level openness climate and team performance as fully mediated by team pro…

  • A framework for testing meso‐mediational relationships in Organizational Behavior

    Open AccessJohn E Mathieu, Scott R TaylorARTICLEJournal of Organizational Behavior2007Citada por: 32Referências: 12

    We advance a framework for testing mediational relationships that traverse levels of analysis. We differentiate mediation that functions within levels, as well as different forms of meso‐mediation that operate downward across levels of analysis. We discuss the preconditions and evidential basis for these meso‐mediational type relationships. We then provide an empirical example that illustrates the different types of mediation and conclude with re…

  • Clarifying conditions and decision points for mediational type inferences in Organizational Behavior

    Open AccessJohn E Mathieu, Scott R TaylorARTICLEJournal of Organizational Behavior2006Citada por: 82Referências: 11

    Although mediational designs and analyses are quite popular in Organizational Behavior research, there is much confusion surrounding the basis of causal inferences. We review theoretical, research design, and construct validity issues that are important for drawing inferences from mediational analyses. We then distinguish between indirect effects, and partial and full mediational hypotheses and outline decision points for drawing inferences of ea…

  • To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance.

    Michael Ahearne, John Mathieu et al.ARTICLEJournal of Applied Psychology2005

    This research focuses on the impact of leadership empowerment behavior (LEB) on customer service satisfaction and sales performance, as mediated by salespeople's self-efficacy and adaptability. Moreover, the authors propose an interactive relationship whereby LEB will be differentially effective as a function of employees' empowerment readiness. The authors' hypotheses are tested using survey data from a sample of 231 salespeople in the pharmaceu…

  • Scaling the quality of teammates' mental models

    Open AccessJohn E Mathieu, Tonia S Heffner et al.ARTICLEJournal of Organizational Behavior2004Citada por: 19Referências: 2

    We tested the impact of teammates' team and task mental model sharedness on team processes and performance using 70 undergraduate teams that completed a series of missions on a PC-based flight simulator. Moreover, we considered how the quality of mental models might moderate such relationships. Team processes were found to partially mediate the relationship between task mental model sharedness and team performance. Although team mental model shar…

  • Technical‐administrative task performance, leadership task performance, and contextual performance

    Open AccessSusan Mohammed, John E Mathieu et al.ARTICLEJournal of Organizational Behavior2002Citada por: 2Referências: 8

    The purpose of the present study was to examine how the mix of ability, experience, and personality impacts three types of team performance: technical‐administrative task performance, leadership task performance, and contextual performance. Relationships were tested using data collected from student management teams, who were required to plan and supervise the preparation and service of meals in a cafeteria‐style dining room patronized by univers…

  • A Temporally Based Framework and Taxonomy of Team Processes

    Michelle A Marks, John E Mathieu et al.ARTICLEAcademy of Management Review2001

  • The influence of shared mental models on team process and performance.

    John E Mathieu, Tonia S Heffner et al.ARTICLEJournal of Applied Psychology2000

    The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who "flew" a series of missions on a personal-computer-based flight-combat simulation. The authors both conceptually and empirically distinguished between teammates' task- and team-based mental models and indexed their convergence or "sharedness" using individually completed paired-comparisons matrices analyzed using a networ…

  • The nomological and predictive validity of time urgency

    Open AccessJeffrey M Conte, John E Mathieu et al.ARTICLEJournal of Organizational Behavior1998Referências: 3

    The present study developed a nomological network that theoretically linked time urgency to related variables. To test the proposed relationships, time urgency, achievement strivings (AS), and impatience/irritability (II) were utilized as predictors of health and performance 18 months later. Multivariate canonical correlation analyses provided support for a complex nomological network among the predictors and the outcome measures. Redundancy coef…

  • Modeling organizational processes across hierarchical levels

    Open AccessMark A Griffin, Mark Griffin et al.ARTICLEJournal of Organizational Behavior1997Referências: 4

    Perceptions of organizational climate, leadership, and group processes were aggregated within hierarchically nested work groups. Relationships across hierarchical boundaries were examined for two samples at different hierarchical levels in a military organization. Perceptions of climate were positively related across levels in both samples. There was evidence that the pattern of relationship among the other constructs was different in the two sam…

  • Goal Orientation in Organizational Research

    Open AccessScott B Button, John E Mathieu et al.ARTICLEOrganizational Behavior and Human…1996

  • Individual characteristics, work perceptions, and affective reactions influences on differentiated absence criteria

    Open AccessStacey S Kohler, John E MathieuARTICLEJournal of Organizational Behavior1993Citada por: 5Referências: 6

    The present study provides support for the utility of studying absence as a multi‐dimensional criterion. Survey responses were collected from 194 bus drivers and paired with categorized archival absences. Seven absence indices were created and linked with three categories of predictors: (1) affective reactions to the work environment; (2) work‐related perceptions; and (3) individual resource characteristis. The relationships between the multiple …