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Justice and success: how to combine these issues in teamwork?

Rogala Piotr, Moczulska Marta, Vrabelova Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 191

479--502

Purpose: Temporary teams are created to perform a specific task, e.g., to implement a project or solve a problem. They are dissolved when the goal is achieved or the set time has elapsed. The study's primary purpose was to identify the most critical challenges managers should pay attention to manage temporary teams effectively and fairly. Design/methodology/approach: The study covered 110 managers from medium and large enterprises - all having practical experience in the functioning of temporary teams. The study adopted a modified Colquitt scale and used the importance-performance analysis technique. Findings: Factors influencing the sense of fair treatment among participants of this type of team were identified. Experienced managers assessed: the impact of each of these factors on the success of the temporary team and the degree of difficulty involved in providing each of these factors. On this basis, eight challenges for managers have been identified, i.e. factors which, on the one hand, are very important and, on the other hand, difficult to ensure. Research limitations/implications: The potential limitation of the study concerns the fact that it covers enterprises from the high-tech industry. Employees of public organizations or other industries may perceive justice differently. The research considered two variables that may affect the success of temporary teams' work. A different type and/or a more significant number of variables may contribute to a better understanding of this issue and the holistic approach. Elements related to relations, as well as ethical and moral issues, are worth paying attention to. It seems that the last ones belong to the commonly emphasized matters; hence they can be perceived as functioning, obligatory, and as relating somewhat to the individual leaders-team members relations, while those seen as more difficult as relating to relations within the group or between the leaders and the whole group. Originality/value: We see value in relating the issue of equity to interim teams and identifying challenges to its application by managers.

Coopetition in for-profit and non-profit organizations - micro level

Moczulska Marta, Seiler Bartosz, Stankiewicz Janina

Management

2019

Vol. 23, no. 2

138--156

A situation in which appears at the same time a competition and cooperation between the subjects is defined as a coopetition. First of all it is considered at the mezo level – between the companies, but it can be analysed at the micro level – inside the organization. In the second case, it concerns shaping the relations among the employers which compete one with another and at the same time they cooperate. Among the organizations where the coopetion can be analysed we distinguish two types - for profit and non profit. A difference of the functioning of the for profit and non profit organizations can be seen among other things in the differences that refer to the shape of the coopetition. In the article the characteristic of a intraorganizational coopetition in the for profit and non profit subjects was presented. The base to formulate the conclusions was formed by the investigations made in which, to collect the data there were used the semistructure interviews with six sample selected organizations – three for profit and three non profit.

Sytuacja, w której jednocześnie występuje konkurencja i współdziałanie między podmiotami określana jest mianem koopetycji. Rozpatrywana jest ona przede wszystkim na poziomie mezo – między przedsiębiorstwami, ale może być także analizowana na poziomie mikro - wewnątrz organizacji. W drugim przypadku, dotyczy kształtowania się stosunków między funkcjonującymi pracownikami, którzy rywalizują ze sobą, a jednocześnie podejmują współpracę. Wśród organizacji, w których można analizować koopetycję, wyróżniamy dwa typy – działające dla zysku oraz realizujące cele społeczne. Odmienność funkcjonowania organizacji for profit i non profit może uwidaczniać się m.in. w różnicach dotyczących kształtowania się koopetycji. W artykule dokonano omówienia charakteru koopetycji wewnątrzorganizacyjnej w podmiotach for-profit i non-profit. Podstawę do sformułowania wniosków stanowiły przeprowadzone badania, w których do zebrania danych posłużono się wywiadami częściowo ustrukturyzowanymi z sześcioma celowo dobranymi organizacjami – trzema for-profit i trzema non-profit.