000			01758nam a2200193 4500
999			_c510331 _d510331
008			190811b ||||| |||| 00| 0 eng d
100			_aRamos-Villagrasa, Pedro J. _98188
245			_aFrom planning to performance: the adaptation process as a determinant of outcomes
260			_c2019
300			_ap.96-114.
520			_aCurrently, teams require adaptation to deal with work demands successfully. However, research concerning team adaptation should necessarily involve a greater empirical effort in defining under which conditions teams prove more adaptable. This article seeks to contribute to the literature by linking plan formulation, plan execution, and team learning behaviors with team outcomes (i.e., team-adaptation perception and objective performance). Participants formed 142 teams, which were involved in structured-problem solving task (i.e. a simulated management competition). Conditional process analysis was used to test a double-mediated relationship. Results show that, although not all parts of the model are directly associated, there is an indirect link from plan formulation to team outcomes through plan execution and team learning behaviors. Our results support the idea of adaptation as a process, providing four ways in which organizations can elicit changes in teams: increasing plan execution, promoting team learning, improving team adaptive behaviors themselves, and building teams composed of members who demonstrate individual adaptability. - Reproduced.
650			_aTeam building _98127
650			_aTeam adaptation _98128
650			_aTeam performance _98129
700			_aPassos, Ana M. _98130
773			_aJournal of Applied Behavioral Science
906			_aOrganizational behaviour
942			_2ddc _cAR