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Title: The impact of project team characteristics on employee performance and well-being in the IT sector : the mediating role of collaborative job crafting
Author: Goel, Rahul
ISNI:       0000 0004 8501 8188
Awarding Body: University of East Anglia
Current Institution: University of East Anglia
Date of Award: 2019
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Due to the increase in global competition and change in information technology, project teams are used to deal with organisational demands. However, challenges arising from specific team characteristics concerning poor technical self-efficacy, weak team identity and high avoidant attachment may pose a significant impact on an employee's performance and work-related well-being. The present study aims to examine specific project team characteristics that may facilitate or act as a barrier to outcomes such as individual team members' in-role or extra-role job performance and levels of work engagement. Furthermore, the role of collaborative job crafting is explored in explaining the relationship between the characteristics of a project team and outcomes from the lens of conservation of resources theory. Through an online survey, the data were collected at three time points with a 12-week interval between each time point and employed difference scores to measure the change in the outcome variables. A total of 125 project teams and 803 participants including project leaders from five multinational IT organisations had participated in the study and the data were analysed using multilevel structural equation modelling. The original contribution of the thesis signifies that higher team-level information system self-efficacy leads to a decrease in in-role performance over time. However, based on conservation of resources theory, a team with collective higher information system self-efficacy that engages in collaborative job crafting behaviour, acquire key team resources, leading to a gain spiral that facilitates in an improvement of in-role and/or extra-role performance and work engagement of project team members over time. Contrary to the expected results, a stronger aggregated functional background social identity of a team depletes the resources of employees when engaging in collaborative job crafting activity, resulting in loss spirals. These findings give impetus to future multilevel and longitudinal investigations of the role of self-efficacy, social identity and team-level job crafting behaviours in project teams.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available