Being excellent: predicting team performance based on social cognitive theory and social identification theory

Abstract

This study proposes a model based on social cognitive theory and social identification theory to explain team performance in the technology industry. In the proposed model, dysfunctional conflict and hypercompetition indirectly correlate to team performance via the mediation of collective efficacy and teamwork engagement. At the same time, collective identification is hypothesised to moderate the effects of dysfunctional conflict and hypercompetition on collective efficacy and teamwork engagement, respectively. Empirical testing of this model using team personnel in high-tech firms confirms a seamlessly integrated applicability of social cognitive theory and social identification theory in high-tech work teams. Finally, managerial implications and research limitations are discussed.