Suchergebnisse

This study examines the role of within-team competition (i.e. team hypercompetition and team development competition) in a team process. We developed and tested a model that associates team collectivism as the antecedent of within-team competition, and knowledge sharing and team flexibility as the outcomes. The model was empirically tested with data from 141 knowledge-intensive teams. The empirical findings showed that team collectivism had a positive relationship with team development competition and a negative relationship with team hypercompetition. Regarding the outcomes, team development competition and team hypercompetition had an indirect relationship with knowledge sharing and team flexibility through team empowerment. We offer a number of original contributions to the team effectiveness literature, especially by showing that team hypercompetition and team development competition have different impacts on team knowledge sharing and team flexibility.

Digital maps structure how we understand and interact with space while simultaneously affording agency and the potential for an alternative use of space. This article investigates how digital maps exercise data and spatial agency. Our empirical object is the environmental mobile mapping application water refill map (WRM, Hong-Te/ Fengcha Action奉茶行動) in Taiwan. Drawing on the walk-through method and semi-structured interviews with WRM's founders, we examine how the app leverages the power of digital mapping to encourage participation in environmental activities. We argue that by facilitating data and spatial agency, digital maps enable placemaking at the cognitive and hermeneutic levels. They also turn closed spaces into public ones, thus aiding place-shaping. Meanwhile, this digital environmental activism takes place in a field of contestation and negotiation between agency and structure, apps and infrastructural platforms, collective action and individual power, and environmentalism and (adjusted) commercialism.