Linking perceived external prestige and collective identification to collaborative behaviors in R&D teams

Research efforts have long been directed at understanding variations in collaborative behaviors among work teams with burgeoning interest in teams operating in knowledge-intensive settings. One of the largely unexplained issues is how does team image and collective identification facilitate collaborative behaviors. Here, survey data were collected from nineteen highly technical work teams engaging in software development in an R&D division of a multinational NASDAQ firm involved in multimedia communications and information processing technology. The relationships between perceived external prestige, collective team identification and team collaborative behaviors were examined. The results of the team-level analyses suggest that perceived external prestige augments collective team identification (measured at Time 1), which in turn engenders a high degree of collaboration and interaction within the team (measured at Time 2). When past team performance was controlled for, the results consistently supported the hypothesized model.

Research highlights
► We applied social identity theory to understand variation in the level of collaborative behaviors in R&D teams. When team members think outsiders appreciate and value their team they develop a shared sense of identification, which, in turn, facilitates team collaborative behaviors marked by communication, coordination, balance of member contributions, mutual support, effort and cohesion.