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Using a multi-wave, multi-level design, this study unravels the impact of subjective (dis)similarities in teams on team effectiveness. Based on optimal distinctiveness theory and the social inclusion model, we assume combined effects of individual and shared perceptions of supplementary and complementary person–team fit on affective and performance-based outcomes. Furthermore, at the team level, we expect this relationship to be mediated by team cohesion. In a sample of 121 participants (across 30 teams), we found that teams in which members share perceptions of high supplementary as well as high complementary fit outperform those in which they do not. In addition, members of such teams report higher levels of team satisfaction and viability. Both of these occur through positive effects on the cohesion within the team. Thereby, our results support the central tenet of the social inclusion model. At the individual level, this enhancing effect of the interaction was not supported, providing additional evidence for considering perceived person–team fit as a collective construct.

The match between employees and their vocations, jobs and organizations has been the focus of the majority of past person-environment fit research. The compatibility between individuals and their work team environments is a more recently recognized, but much less studied, type of fit. Person-team fit is conceptualized here along two fundamental dimensions of team environments: interdependence and social interaction. Results from a study involving 209 cross-functional team members indicate that person-team fit has an impact on satisfaction, commitment, trust and performance.

Further to the development of the team climate inventory (TCI), a multidimensional team‐level measure of team‐working style, this paper reports the development and psychometric validation of the team selection inventory (TSI), an individual‐level version of the TCI for use in selection. The importance of examining selection at both person‐job and person‐team levels of analysis is discussed, the team climate literature briefly reviewed, and the need advocated for methods and measures to evaluate person‐team fit. The TSI was developed by changing the context of the TCI, from asking respondents about the actual climate of their existing work‐team, to what their preferred or ideal team‐working climate would be. Having developed items for the TSI through this change of context, six studies (total n=1,029) were carried out over a two‐year period to establish the underlying psychometric properties of this new measure. This paper reports the results pertaining to TSI factor structure, the newly developed social desirability scale, internal reliability, test‐retest reliability, and construct validity of the TSI compared with the NEO PI‐R and 16PF Version 5. Overall, the findings of these studies revealed acceptable levels of reliability and validity, showing promise for the TSI as an individual‐level measure of team climate preference for selection and development purposes in industrial, work and organizational psychology and human resource management. In conclusion, potential uses for the TSI in team selection and development are discussed.

Drawing on studies of person-team fit and theory of team-member exchange, we examined the effect of fit versus misfit between a team member's conscientiousness and his/her team's composition of conscientiousness on the member's knowledge sharing. We hypothesized that person-team conscientiousness fit would lead to more knowledge sharing because a member who fits his/her team with respect to conscientiousness tends to have similar achievement striving with the team and low exchange cost. Using the method of polynomial regression in two studies in different regions and research settings, we obtained consistent results that person-team conscientiousness fit is positively associated with a team member's knowledge sharing. We further found that internal team environment moderates the relationship between person-team conscientiousness fit and knowledge sharing such that it makes the relationship weaker. Our study demonstrated that to better understand the effect of personality on knowledge sharing in teams, it is beneficial to simultaneously consider the interplay among member personality, team personality, and team contexts.

PurposeThe purpose of the paper is to introduce the special issue that brings together six papers exploring aspects of person‐organization fit.Design/methodology/approachThis overarching paper contextualizes the theme and introduces the selected papers.FindingsThe findings in this paper vary according to the core theme of each of the six contributions.Originality/valueCombined the papers explore new avenues of enquiry in the person‐organization (P‐O) fit domain and showcase international theoretical and empirical work on the P‐O fit construct.

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Worldwide, millions of people volunteer for nonprofit organizations. These organizations heavily depend on volunteers, such that successfully retaining them represents an indispensable task, as well as one that might benefit from the application of fit theory. The complex mechanisms that shape volunteers' fit throughout their volunteering experiences in the nonprofit environment have been scarcely analyzed though, and fit research has only selectively assessed volunteer experiences. Therefore, the current study investigates how volunteers perceive person–environment fit using a qualitative research design that relies on narrative interviews. Eight service-related and daily-life–related fit themes emerge at the organizational, collaborational, individual, and external levels. These identified fit themes help clarify how volunteers relate distinctly to the environments established by the organizations for which they volunteer. In addition to extending research on volunteering experience, this qualitative analysis of perceived fit among volunteers enriches fit theory, by contextualizing the concept of fit for volunteers.

Person–environment fit has been found to have significant implications for employee attitudes and behaviors. Most research to date has approached person–environment fit as a static phenomenon, and without examining how different types of person–environment fit may affect each other. In particular, little is known about the conditions under which fit with one aspect of the environment influences another aspect, as well as subsequent behavior. To address this gap we examine the role of leader–member exchange in the relationship between two types of person–environment fit over time: person–organization and person–job fit, and subsequent turnover. Using data from two waves (T1 and T2, respectively) and turnover data collected two years later (T3) from a sample of 160 employees working in an elderly care organization in the Netherlands, we find that person–organization fit at T1 is positively associated with person–job fit at T2, but only for employees in high-quality leader–member exchange relationships. Higher needs–supplies fit at T2 is associated with lower turnover at T3. In contrast, among employees in high-quality leader–member exchange relationships, the demands–abilities dimension of person–job fit at T2 is associated with higher turnover at T3.