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This paper aims to present a conceptual model of transformative interaction capability (TIC) to fill the research gap between the quality of work–life (QWL) and teamwork performance (TP). Statistical testing in the study used four variables, namely, QWL, TIC, team resilience (TR) and TP.Design/methodology/approachA conceptual model was developed and empirically tested through a survey. The 240 respondents in this study were made of supervisors, managers, directors and strategic staffs who were a part of new product development teams in service business companies. Note that there were banking, printing, publishing, training, financial institutions, outsourcing, projects and event organizing companies involved in this research. These companies were based in the Special Region of Yogyakarta and Province of Central Java Indonesia.FindingsThe research adapted the time interaction performance (TIP) theory, a theory of groups. It revealed that TIC was inserted in the research model. It was to mediate the influence of QWL on TP. Furthermore, the Sobel test results showed that TIC was a mediator of QWL and TP and was pertinent in improving TP.Research limitations/implicationsThe three limitations of this study are as follows: first, the survey was conducted only in the service business industry in the Special Region of Yogyakarta and Province of Central Java, Indonesia; second, as this study focuses on TIC as the main mediator, it does not consider variables from other theories such as dominant logic service theory and social exchange theory; third, this research survey only captures the perception of the team.Practical implicationsFrom a practical perspective, the relationship between QWL, TIC and TP provides clues about how companies can pursue QWL to encourage TIC, which, in turn, affect TR and improve TP.Originality/valueUsing a theory of the TIP approach and theory of groups, the study proposing the concept of TIC can potentially improve TP.
International Journal of Quality and Service Sciences – Emerald Publishing
Published: Jun 12, 2020
Keywords: Performance; Interaction; Service industries; Teamwork; Quality of work–life; Transformative interaction capability; Team resilience; Teamwork performance; Service business
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