The Cross-Level Effects Of Self-Directed Team On Organizational High-performance:Moderated Mediation Model

Organizational High-performance OHP is crucial for any country’s economic growth and development,especially China.As one of the world’s largest economies and an important global participant,China needs to ensure that its enterprises are competitive and operate efficiently to maintain its competitive advantage in the global market.The characteristics of OHP are high productivity,efficiency,and effectiveness.In addition,OHP is often more innovative and adaptable than other counterparts.China has made significant progress in technological innovation in recent years,and OHP is the key to driving this process.Similarly,OHP can promote economic growth by creating employment,increasing exports,and innovating.In China,the government is committed to achieving rapid economic growth,and OHP is crucial to the country’s economic strategy.In short,OHP is significant for China’s economic growth and sustainable development of enterprises.The OHP of Chinese enterprises faces challenges in terms of self-directed teams,team knowledge sharing,and team innovation abilities.Self-directed teams are an important aspect of organizational high performance,as they encourage team members to work together to solve problems and make decisions,and can lead to higher job satisfaction and engagement among employees.However,due to cultural factors such as hierarchical management style and emphasis on personal achievement,there may be a phenomenon of team no cooperation,making it difficult for some enterprise organizations to implement self-directed teams effectively.Team knowledge sharing is also crucial for the OHP,as it enables organizations to utilize the collective professional knowledge of employees and keep abreast of industry developments in time.However,some corporate organizational teams may not be willing to share the knowledge that they possess,mainly due to concerns about losing their competitive advantage or a lack of trust among team members.The ability of a team to innovate and generate and implement new ideas is crucial for an organization to maintain its leading position in the industry and adapt to the constantly changing market environment.However,in some corporate organizations in China they may place more emphasis on replicating successful models rather than taking risks and innovating.In addition,cultural influences such as a preference for consistency and fear of failure can also inhibit innovation in organizations and teams.It should be noted that not all OHP in China face these challenges.Many enterprise organizations have successfully achieved self-directed teams,promoted team knowledge sharing between teams and members,and cultivated a corporate innovation culture.In addition,these organizations and teams are constantly striving to address these challenges,such as promoting team knowledge sharing and innovation ability organizational teams through leadership development projects and initiatives.Organizational high performance has always been a major concern for all countries when dealing with their performance.Therefore,it requires the organization’s management to have an effective self-directed team to evaluate and improve the organization’s performance.However,there is little research on the relationship between self-directed teams and organizational high performance in Chinese high-tech enterprises.Through a questionnaire survey,this study collected data from five high-tech companies,including Huawei,JD,China Mobile,Alibaba,and Tencent.The relationship between self-directed teams,team knowledge sharing,team innovation ability,and organizational high performance is studied from direct,indirect,and moderating effects.Firstly,this study examined the direct impact of self-directed teams on organizational high performance,team knowledge sharing,and team innovation ability.Secondly,the indirect(mediating)effects of team knowledge sharing and team innovation ability on the high performance of self-directed teams and organizations were studied.Finally,the moderating effects of organizational culture and organizational support on team knowledge sharing,team innovation ability,and organizational high performance were studied.The study found that organizational culture and support can play an important role in the relationship between team knowledge sharing,team innovation ability,and high organizational performance.Organizational culture refers to the unique cultural characteristics formed by common values,beliefs,behavioral norms,work atmosphere,leadership style,communication methods,and other organizational aspects.In a culture that values teamwork and collaboration,team knowledge sharing may be more likely to occur,thereby improving the team’s innovation ability and overall performance.Organizational support refers to the resources and support an organization provides employees,such as training,motivation,and access to technology.Employees feeling supported and authorized to share knowledge can promote the team’s innovation ability and overall performance.In the context of OHP,supportive organizational culture and organizational support can strengthen the relationship between team knowledge sharing and team innovation ability.A culture that values teamwork and collaboration can encourage team members to team knowledge sharing and work together to generate new ideas.Organizational support,such as obtaining training and technology,can promote team knowledge-sharing and innovation.On the other hand,prioritizing personal achievements and a culture lacking organizational support may hinder team knowledge-sharing and innovation.In this situation,it may be more difficult for team members to collaborate to generate new ideas and achieve organizational high-performance levels.Overall,organizational culture and support play an important moderating role in the relationship between team knowledge sharing,team innovation ability,and Organizational High-performance.Organizations can create a supportive culture and provide the necessary resources to create an atmosphere that promotes knowledge sharing and innovation,thereby improving organizational high performance and its competitive advantage.In the context of variables related to organizational high performance,this study further expands the equilibrium theory and knowledge-based theory,bridging the mechanism and boundary conditions of "self-directed team and organizational high performance",and provides empirical evidence for the relationship between self-directed teams,team knowledge sharing,team innovation ability,and organizational high performance in selected Chinese high-tech enterprises,This enriches previous research on organizational high performance and provides a new approach for future research on improving organizational high performance.