OB paper

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Scholars have recently identified concertive control as an essential factor in constraining teamwork. However, there was a lack of a well-validated scale to help analyze how team members control their behaviors in a cencertive manner. Due to this, in the study "Assessing Concertive Control in the Team Environment" (000), Brett M. Wright and James R. Barker focused on developing and validating a psychological scale that can create a greater understanding of concertive control and provide a useful tool for further studies.

To develop the new scale, a list of survey items were selected from other related studies. Next, the researchers abstracted a set of potential items according to two focus groups' responses. Lastly, four dynamics of concertive control shared values, normative expectation, rule formation and peer relationships were used to determine the final items. As a result, an 8-item "concertive control scale" with a 5-point response format that can be described as "1-to a very little extent" to "5-to a very great extent" was developed.

A self-reporting questionnaire was used to collect data from 156 water utility workers from an organization using self-managing teams. Data was then gathered from 114 water utility workers in three other organizations using traditionally managed teams. All the organizations engaged in the same waste water treatment production processes in different states of Australia. Data were further analyzed by the LISREL 8 program to determine the instrument's validity, reliability and invariance across the two samples of self-managing and traditionally managed teams.

The results of this study show strong evidence of the scale's "convergent and discriminant validity," and reliability in both two samples. It also showed that invariance of factor structure, factor loadings, variance-covariance matrices and error variances across the two different teams.

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This research shows strength in various areas. It developed the "concertive control scale" through building upon an existing body of strong research, such as Tompkins's work (185) and "team member exchange quality scale" from Seers (14). In addition, two types of samples were used that increased the accuracy of the study. Moreover, the validity and reliability of this scale has been confirmed by Hilgermann's study (18) in service settings in the USA, which provided it a good cross-industry application. Furthermore, it provides a useful means for further studies in the area of concertive control.

However, this study also has a weakness. The use of surveys in an attempt to gather data is inherently problematic. This is because answers can be very subjective. In some cases, it can be difficult to try to get those that are surveyed to reveal private information or tell the truth for some questions. As a result, the data may not be completely representative of the true variables the researcher wants to analyze.

The findings of this study have some practical implications in a real world organizational context. First of all, it provides a systematic methodology for which process issues related to teamwork can be identified and analyzed. Furthermore, organizations can use this scale as a means to assess employee's concertive behaviors and track team development over a period time. By doing so, team members can be aware how tightly their team controls each member's activity. Moreover, information in the scale can be used to identify potential trouble within a team. Therefore, "concertive control scale" works as a guide to ensure that teamwork will benefit both organizations and individuals.

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