Publication

The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work

van de Brake, H. J., Walter, F., Rink, F. A., Essens, P. J. M. D. & van der Vegt, G. S., 2018, In : Journal of Organizational Behavior. 39, 9, p. 1219-1231

Research output: Contribution to journalArticleAcademicpeer-review

APA

van de Brake, H. J., Walter, F., Rink, F. A., Essens, P. J. M. D., & van der Vegt, G. S. (2018). The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work. Journal of Organizational Behavior, 39(9), 1219-1231. https://doi.org/10.1002/job.2260

Author

van de Brake, Hendrik J. ; Walter, Frank ; Rink, Floor A. ; Essens, Peter J.M.D. ; van der Vegt, Gerben S. / The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work. In: Journal of Organizational Behavior. 2018 ; Vol. 39, No. 9. pp. 1219-1231.

Harvard

van de Brake, HJ, Walter, F, Rink, FA, Essens, PJMD & van der Vegt, GS 2018, 'The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work', Journal of Organizational Behavior, vol. 39, no. 9, pp. 1219-1231. https://doi.org/10.1002/job.2260

Standard

The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work. / van de Brake, Hendrik J.; Walter, Frank; Rink, Floor A.; Essens, Peter J.M.D.; van der Vegt, Gerben S.

In: Journal of Organizational Behavior, Vol. 39, No. 9, 2018, p. 1219-1231.

Research output: Contribution to journalArticleAcademicpeer-review

Vancouver

van de Brake HJ, Walter F, Rink FA, Essens PJMD, van der Vegt GS. The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work. Journal of Organizational Behavior. 2018;39(9):1219-1231. https://doi.org/10.1002/job.2260


BibTeX

@article{d9702517254e4ab4a057d292f43bfe59,
title = "The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work",
abstract = "Many employees in modern, knowledge-based organizations are concurrently involved in more than one team at the same time. This study investigated whether a within-person change in such individual multiple team membership (MTM) may precede and may be predicted by changes in an employee's overall job performance. We examined this reciprocal relationship using longitudinal archival data from a large knowledge-intensive organization, comprising 1,875 employees and spanning 5 consecutive years. A latent change score model demonstrated that an increase in an employee's MTM was associated with a subsequent decrease in his or her overall job performance evaluations. By contrast, an increase in job performance was associated with a subsequent increase in an employee's MTM. Moreover, our results indicated that although an increase in an individual employee's MTM initially decreases his or her job performance, in the long run, this increase in MTM was associated with higher job performance. Together, these results suggest a dynamic association between an individual employee's MTM and his or her overall job performance, such that these variables are mutually connected in a highly complex manner over time.",
keywords = "Multiple team membership, latent change score model, LONGITUDINAL ANALYSIS, Teams, LATENT CHANGE SCORE, CONTEXTUAL PERFORMANCE, PROACTIVE PERSONALITY, METAANALYTIC TEST, SOCIAL NETWORKS, MODEL, CONSERVATION, ANTECEDENTS, COMPETENCE, RESOURCES",
author = "{van de Brake}, {Hendrik J.} and Frank Walter and Rink, {Floor A.} and Essens, {Peter J.M.D.} and {van der Vegt}, {Gerben S.}",
year = "2018",
doi = "10.1002/job.2260",
language = "English",
volume = "39",
pages = "1219--1231",
journal = "Journal of Organizational Behavior",
issn = "0894-3796",
number = "9",

}

RIS

TY - JOUR

T1 - The dynamic relationship between multiple team membership and individual job performance in knowledge-intensive work

AU - van de Brake, Hendrik J.

AU - Walter, Frank

AU - Rink, Floor A.

AU - Essens, Peter J.M.D.

AU - van der Vegt, Gerben S.

PY - 2018

Y1 - 2018

N2 - Many employees in modern, knowledge-based organizations are concurrently involved in more than one team at the same time. This study investigated whether a within-person change in such individual multiple team membership (MTM) may precede and may be predicted by changes in an employee's overall job performance. We examined this reciprocal relationship using longitudinal archival data from a large knowledge-intensive organization, comprising 1,875 employees and spanning 5 consecutive years. A latent change score model demonstrated that an increase in an employee's MTM was associated with a subsequent decrease in his or her overall job performance evaluations. By contrast, an increase in job performance was associated with a subsequent increase in an employee's MTM. Moreover, our results indicated that although an increase in an individual employee's MTM initially decreases his or her job performance, in the long run, this increase in MTM was associated with higher job performance. Together, these results suggest a dynamic association between an individual employee's MTM and his or her overall job performance, such that these variables are mutually connected in a highly complex manner over time.

AB - Many employees in modern, knowledge-based organizations are concurrently involved in more than one team at the same time. This study investigated whether a within-person change in such individual multiple team membership (MTM) may precede and may be predicted by changes in an employee's overall job performance. We examined this reciprocal relationship using longitudinal archival data from a large knowledge-intensive organization, comprising 1,875 employees and spanning 5 consecutive years. A latent change score model demonstrated that an increase in an employee's MTM was associated with a subsequent decrease in his or her overall job performance evaluations. By contrast, an increase in job performance was associated with a subsequent increase in an employee's MTM. Moreover, our results indicated that although an increase in an individual employee's MTM initially decreases his or her job performance, in the long run, this increase in MTM was associated with higher job performance. Together, these results suggest a dynamic association between an individual employee's MTM and his or her overall job performance, such that these variables are mutually connected in a highly complex manner over time.

KW - Multiple team membership

KW - latent change score model

KW - LONGITUDINAL ANALYSIS

KW - Teams

KW - LATENT CHANGE SCORE

KW - CONTEXTUAL PERFORMANCE

KW - PROACTIVE PERSONALITY

KW - METAANALYTIC TEST

KW - SOCIAL NETWORKS

KW - MODEL

KW - CONSERVATION

KW - ANTECEDENTS

KW - COMPETENCE

KW - RESOURCES

U2 - 10.1002/job.2260

DO - 10.1002/job.2260

M3 - Article

VL - 39

SP - 1219

EP - 1231

JO - Journal of Organizational Behavior

JF - Journal of Organizational Behavior

SN - 0894-3796

IS - 9

ER -

ID: 53094439