| In spite of the reliance of using work teams in the real world, there is scarcity of research about the relations of cognitive and motivational mechanisms and team performance. The purpose of this study was to investigate the relationships among collective efficacy, team anxiety, team creativity/innovation, and team performance. The results should provide team managers information to help advance team performance.; The conceptual basis for this study was social cognitive and collective efficacy theories. A non-experimental survey design was used to obtain the data. The unit of analysis was the team. A total of 434 subjects, who comprised 62 teams, participated. The teams were randomly selected from the R&D teams in Taiwan's Hsin-Chu Science-Based Industrial Park. The form of data collection was the survey (questionnaires). A 5-point Likert-type scale was used for each measure. Compared to the aggregation of individuals' ratings of personal perceptions, this study used an aggregation of individuals' ratings of their perceptions of the whole team.; The mean scores of individuals were the team scores. The manager's rating of the whole team's performance was used to score team performance. All measures' internal consistency reliabilities were above 0.60. The inter-rater reliability scores, in order to demonstrate agreement among team members, are above the accepted level 0.60. From the results of a path analysis, only one significant relationship was found. Team performance was related to collective efficacy. In theory, collective efficacy affects team performance. The limitations and implications of this finding are discussed and suggestions for future research are provided. |
