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Whereas the positive relationship between positive affect in teams and team performance is well established, the relationship between team negative affect and team performance seems to be subject to moderating effects. We focus on the effects of perspective taking as one of these moderators, and posit that perspective taking impedes team performance when team state affect is negative because team members become preoccupied with others' negative emotions. Results from 49 teams involved in a computerized interactive decision-making task support our hypothesis: Negative state affect was negatively related to performance for teams high in perspective taking, but not for teams low in perspective taking. This leads to the conclusion that when teams experience high negative affect, they benefit from low perspective taking.

PurposeThe purpose of this paper is to investigate whether and how climate strength and quality are related to employee commitment above and beyond individual climate perceptions.Design/methodology/approachData were collected from 48 work units in organizations from different branches of industry. A total of 419 employees completed a questionnaire.FindingsClimate quality was related to commitment above and beyond individual climate perceptions. However, this concerned the climate dimensions of cooperation and innovation, but not reward. Climate strength moderated the relationship between individual cooperation and innovation perceptions, and commitment.Research limitations/implicationsThis study emphasizes the importance of group‐level perceptions as related to employee commitment. Because of the cross‐sectional design, conclusions about the causal order of the variables cannot be drawn.Practical implicationsIf organizations want to increase employees' commitment they should put the more skeptical employees in positive work environments, thus, in units of higher cooperation and innovation quality.Social implicationsPeople are sensitive to the evaluative tone of their social environment.Originality/valueThe paper is the first to examine the combined relationships of individual climate perceptions, climate‐strength, and climate quality with employee commitment.