Vellore Institute of Technology (VIT) is a private university located in&nbsp;Tamil Nadu, India. Founded in 1984, as Vellore Engineering College, the institution offers 20 undergraduate, 34 postgraduate, four integrated and four research programs. It has campuses in Vellore, Amravati, Bhopal and Chennai.

VIT is one of the top ranked private universities in India according to NIRF, THE and QS Rankings.&nbsp;Govt. of India has recognized&nbsp;VIT, Vellore as an&nbsp;Institution of Eminence. This has allowed VIT to take independent quality initiatives and move up in world ranking.

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VIT University

Purpose: Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion. Design/methodology/approach: Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses. Findings: SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion. Research limitations/implications: The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods. Originality/value: This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics. © 2020, Emerald Publishing Limited.

VIT Business School

Chennai Campus

World University root node

Team Performance Management

Impact of team design and technical factors on team cohesion

Purpose: The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research. Design/methodology/approach: The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016. Findings: The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity. Research limitations/implications: This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest. Originality/value: As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity. © 2017, © Emerald Publishing Limited.