Predicating team performance in technology industry: Theoretical aspects of social identity and self-regulation

Abstract The technology industry environment has been so complex that oftentimes only effective and well-coordinated work teams can efficiently detect, assess, and deal with the drastic changes of such environment. This study develops a research model based on the theories of social identity and self-regulation to forecast team performance in order to understand the interrelations between social, emotional, and motivational factors of teams in technology industry. In the model, team performance is influenced indirectly by goal commitment, emotional intelligence, and teamwork interdependence via the full mediation of team planning and team identity. At the same time, the effects of team planning and team identity on team performance are hypothetically moderated by goal commitment. Empirical testing of this model, by investigating team personnel in high-tech firms from technology industry, confirms the applicability of team planning and team identity as dual mediators among these work teams. The managerial implications and research limitations based on the empirical findings herein are provided.

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