Newcomers as change agents: Effects of newcomers' behavioral style and teams' performance optimism
Newcomers as change agents: Effects of newcomers' behavioral style and teams' performance optimism
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DOI：
10.1080/15534510802280827
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发表时间：
2009-01-01
期刊：
影响因子：
1.7
通讯作者：
Levine, John M.
中科院分区：
文献类型：
--
作者：
Hansen, Thomas;Levine, John M.
新来者通常被视为被动的影响目标，但他们也可以成为积极的创新源泉。在这项研究中，三人小组分三班执行基于计算机的空中监视任务。班次 1 和班次 2 中的团队绩效有所不同，以操纵成员对班次 3 绩效的乐观程度（低、中或高）。在 Shift 3 开始时，一名地位较低的团队成员被一名（同盟）新人取代，该新人使用自信或非自信的行为风格建议团队采用新的任务策略。团队的绩效乐观程度和新人的行为风格影响了团队对新人建议和对新人评价的接受度。讨论了研究结果对于理解新来者引发的创新的影响。
Newcomers are often viewed as passive targets of influence, but they can be active sources of innovation as well. In this study, three-person teams worked on a computer-based air-surveillance task for three shifts. Team performance in Shifts 1 and 2 was varied to manipulate members' performance optimism for Shift 3 (low, moderate, or high). At the beginning of Shift 3, a low-status team member was replaced by a (confederate) newcomer who used either an assertive or non-assertive behavioral style in suggesting that the team adopt a new task strategy. Teams' performance optimism and newcomers' behavioral style influenced teams' receptivity to newcomers' suggestions and evaluations of newcomers. Implications of the findings for understanding newcomer-induced innovation are discussed.