A Study of the Impact of Trust among R & D Team Members on their Performance

Transcription

1 2017 3rd International Conference on Management Science and Innovative Education (MSIE 2017) ISBN: A Study of the Impact of Trust among R & D Team Members on their Performance JIANJUN CHENG and FENG LING CHENG ABSTRACT This article used a questionnaire survey, using the hierarchical regression method and conducted an empirical study on the R & D team members trust mechanism for the performance. The results showed that the positive predictive effect on the performance of R & D trust between team members and team cohesion plays an intermediary role between the two factors, and the mediating effect is moderated by the team psychological safety. KEYWORDS R&D team, trust among members, team cohesion, team psychological safety, team performance. INTRODUCTION R & D team is a team of professionals from different work areas who are formed by the process of research and development [1]. In high-tech enterprises, the trust relationship between team members is more complex and fragile. Therefore, only we have a better grasp of the relationship between team trust and performance then can to establish a trust mechanism, to better carry out research activities. So far, research of trust among members and R & D team performance is in frequent, research on the mechanism between the two is scarcer. Therefore, this research has the important significance for enriching the theory of team performance and team management practice. LITERATURE REVIEW AND RESEARCH HYPOTHESIS Trust among R & D team members and team performance Kearns & Lederer s Study on the relationship between the trust of members and performance, friendly relations established between knowledge workers within the organization, which helps to create competitive advantage and development performance [2]. Trust control can contribute to the effectiveness of knowledge turn into cooperation between the R & D team, and thus to improve the innovation performance of R & D team and the ability to obtain performance [3]. Cheng Jian Jun, Guangxi Science and Technology University, 268 Donghuan Avenue, Liuzhou City, Guangxi Province. Corresponding author: Cheng Feng Ling, @qq.com, Guangxi Science and Technology University, 268 Donghuan Avenue, Liuzhou City, Guangxi Province. 787

2 Based on social exchange theory, the individual of mutual trust can develop more high quality social relationship. In this relationship, followers will help each other, beyond its responsibilities to make more contributions to the team, and ultimately achieve higher levels of performance. Team members who have high confidence in each other can devote more time to their work and less time to deal with the uncertainty of the team. Therefore, we in the premise of different levels of analysis of isomorphism assumption, we can from the relationship between individual trust and performance, refer the relationship that team trust and team performance. Based on the above theoretical analysis, this paper proposes: Hypothesis H1: trust among R & D team members has a significant positive impact on their performance. The mediating role of team cohesion Miller through the analysis of the 49-business case, found Team cohesion is positively related to organizational performance [4]. Scholar Xie Yongping in the study of the relation between team virtue and performance, team cohesion in a demonstration which plays some intermediary role [5]. Taiwan scholars Huang Guangguo according to the traditional cultural background Chinese, develop a theoretical model called "human feelings and faces"[6]. Communication both sides must pay attention to "reciprocity", "come back", the R & D team members had a higher level of trust on the other team members will be more willing to communicate with other members, to maintain the long-term relationship between the two parties to frequent interaction, promote the development of team cohesion, then reunite as one, to create high performance. According to the above theory, this paper puts forward the hypothesis: H3: team cohesion plays an intermediary role between team members' trust and team performance The moderating role of team psychological safety The social exchange theory pointed out that if the team members will be preferential, employees will be mentally motivated, generate positive perceptions of the team, and more concern about the interests of the team, treat colleagues as workmates, common thinking and interact with others, seeking a way to achieve team goals work. On the contrary, if employees feel that their skills are not appreciated, their views are not answered, they will have a gap in the psychology, resulting in negative cognition of the team and to make behaviors what are not conducive to perfunctory tasks. Social exchange is not only economic money on the exchange of interests, including the exchange of care, respect, loyalty and spirit of the team. The team gives them a sense of security that determines the employee's work attitude and performance. Therefore, this paper proposes the hypothesis: H4: team psychological safety positively regulates the relationship between team cohesion and team performance H5: Team psychological safety positively moderates the mediating role of team cohesion between team members' trust and their performance The conceptual model of this study is shown in the figure: 788

3 Team psychological safety Trust among members Team cohesion Team performance RESEARCH METHODS Data collection and samples Figure 1. Conceptual model diagram. This sample is derived from the financial industry, software and electronic and communications equipment manufacturing, bio pharmaceutical and new materials, machinery manufacturing, light industry, textile materials and other industries. Located in Hunan, Guangxi, Shenzhen, Anhui and other regions. The questionnaire will be issued with the form of questionnaire, questionnaire is divided into team leader and team members questionnaire. In this paper, a total of 300 questionnaires were issued and 268 were recovered. After screening, there were 243 valid questionnaires and 48 teams. The effective rate of the questionnaire was 81%. Research variables In the scale selection, the trust scale among team members uses the trust measurement scale developed by Mc Allister [7]. Team cohesion was measured using Carless and Paola's Team Cohesion Scale [8]. Team psychological safety measurement using Edmondson scale [9]. Team performance scale, using the scale used by Chinese scholar Zheng Qiangguo, including task performance, member satisfaction, team innovation three aspects [10]. This paper industry type, team size, team age as control variables. Because the trust among team members, team cohesion, team psychological safety variables is measured by individual data aggregated into team data, Therefore, it is necessary to test whether empirical data reflect these variables, that is, the rationality of aggregation. Different raters of these variables evaluated the mean of the consistency coefficient, Rwg, respectively, 0.835, 0.821, 0.782, which showed a high evaluation consistency; the correlation coefficient values (ICC1) of different raters were , 0.131; the average correlation coefficient (ICC2) of the team was 0.758, 0.743, These results show that the data of this study is feasible from individual data aggregation. In this study, the internal consistency coefficients of the four scales are 0.960, 0.934, 0.919, DATA ANALYSIS SPSS22.0 is used to analyze the data, and the results are as follows: Descriptive statistics analysis of variables The descriptive statistics and correlation analysis of all variables were shown in Table 2. There was a significant correlation between the dimensions of the three variables of the R & D team members trust, team cohesion and team performance. 789

4 TABLE 1. STANDARD DEVIATION AND CORRELATION COEFFICIENT MATRIX OF EACH VARIABLE ( (N, =48). variables M SD trust among members team cohesions ** team psychological safety ** 0.787** team performances ** 0.832** 0.889** *p<0.05, ** p<0.01, ***p<0.001 Hypothesis validation In this paper, hierarchical regression is used to make hypothesis validation According to the criterion of Wen Zhonglin [11], displayed by the data model 2, the independent variables on the dependent variables influence coefficient is (p<0.001), so suppose 1 is established. And compared the hypothesis model 2 and model 5, The independent variable and the mediator variable had significant influence on their dependent variables, while the independent variable coefficient decreased from to 0.554, which proved that hypothesis 2 was established. In contrast to model six and seven, we know that after the interaction between the mediator variable and the moderator variable, the intermediary variable coefficient is changed from to 0.578, and the interaction term is significant, thus the moderating effect is established. Suppose 4 is established, and the independent variable coefficient decreased from to 0.294, but still significant, so the regulated intermediary existed, assuming 5 was established. *p<0.05, ** p<0.01, ***p<0.001 TABLE 2. RESULTS OF HIERARCHICAL REGRESSION ANALYSIS. variables Model Model Model Model Model Model Model 1(T3) 2(T3) 3(T2) 4(T3) 5(T3) 6(T3) 7(T3) type of Industry * team size * team age trust among members (T1) 0.592*** 0.638*** 0.554*** 0.319** 0.294** team cohesion (T2) 0.693*** 0.335* 0.295* 0.578*** team psychological 0.296*** 0.423** safety (P) T2 P 0.442** R R F *** *** *** 6.801* *** 8.059** 790

5 RESEARCH CONCLUSION Figure 2. Regulation effect diagram. Statistical analysis showed that: R & D trust between team members have a positive effect on the performance and team cohesion in the two plays an intermediary role, and its mediating role is regulated by team psychological safety. ACKNOWLEDGEMENTS Corresponding author: Cheng Feng Ling, @qq.com, Guangxi Science and Technology University, 268 Donghuan Avenue, Liuzhou City, Guangxi Province REFERENCES 1. May, T. Y, Korezynski, J. Frenkel. Organizational and organizational Commitment: Knowledge Workers in Iarge Corporations [J]. Journal of Management Studies, 2002, 39: Earns S G, Lederer A L.A resource based view of strategic IT alignment: how knowledge sharing create competitive advantage [J]. Decision Science, 2003, 34 (1): Cheng Junmo, Song Meiling, Jiang Bing. Control mechanism in cooperative research and development. Research on relationship between technological knowledge transformation and performance [J]. Science and technology management research, 2015, (11): Miller C., Burke L., Glick W. Cognitive Diversity among Upper-echelon Executives: Implications for Strategic Decision Processes [J]. Strategic Management Journal, 1998, 19: Xie Yongping, Chang Lin, Zhou Ailin. The influence of team virtues on team performance. Taking cohesion as an intermediary variable [J]. East China economic management, 2015,29 (03): Huang Guangguo, Hu Jin. The first human relationships: the power game Chinese [M]. Beijing: Renmin University of China press, Mc Allister D. Affect and cognition- based trust as foundations for interpersonal cooperation in organizations [J]. Academy of Management Journal, 1995, 38 (1): Carless, S. A.& De Paola, Caroline. The measurement of cohesion in work teams[j]. Small Group Research, 2000, 31 (1): Edmondson A C. Psychological safety and learning behavior in work teams [J]. Administrative Science Quarterly, 1999 (2): Zheng Qiangguo. Research on the influence mechanism of team heterogeneity on R & D team performance. Industrial technology and economics, 2013, (4) James LR, Demaree RG, Wolf Estimating within-group interrater reliability with and without response bias[j]. Journal of applied psychology,1984,69 (1): Wen Zhonglin, Ye Baojuan. Test method of mediating mediator: competition or substitution? [J/OL]. Journal of psychology, 2014,46 (05):