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A recent focus on social contexts in the psychological contracts literature has provided the bases for the study of psychological contract fulfillment (PCF) at higher levels of analysis. Continuing these efforts, we develop a model of two key constructs of PCF at the team level: shared team PCF and shared individual PCF. In this article, we provide definitions and theorize about the processes that govern the emergence of these constructs. In addition, we discuss enabling factors for the emergence of the constructs and conceptually differentiate them from other related team-level constructs. We also propose a nomological network of the relationships of shared team PCF and shared individual PCF with important team-level variables, considering at the same time the interplay between individual and collective phenomena. The model provides new insights about antecedents and outcomes of PCF constructs at the team level. Finally, we discuss theoretical and practical implications as well as directions for future research.

Purpose– The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined.Design/methodology/approach– Data were collected from 244 alumni of a Midwestern public university.Findings– The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention.Research limitations/implications– The authors provide a nuanced perspective of i-deals by separating employees' request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful.Practical implications– For employees, cultivating a strong relationship with one's supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees' work attitudes.Originality/value– Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.

Taking a multi-level perspective on the psychological contract (PC), this study investigates the overlooked but critical role of team psychological contract fulfillment in shaping team and individual-level affect and outcomes. It examines the dynamics associated with employer PC Fulfillment (PCF) to the team and compares them to the dynamics regarding employer PCF of the individual's own psychological contract. Guided by psychological contracts and self-regulation theories, we surveyed 504 individuals in 69 retail organization teams at two time periods. At the team level, findings support an indirect effect of team PCF on both team engagement and average turnover intention through affective climate. Similarly, at the individual level, we find an indirect effect of individual PCF on both engagement and turnover intentions through individual affect. Tests of scalar and configural similarity across levels support functional isomorphism between individual and team PCF relationships with engagement, while turnover intention is more highly related to individual than to team PCF. Last, we observe cross-level effects of team PCF on the relationship between individual PCF and turnover intentions. We present implications for multi-level PC theory, research, and practice.

This study examines the relationships among team conflict, conflict management, cohesion, and team effectiveness. Data are collected longitudinally from 53 teams, and the results indicate that conflict management has a direct, positive effect on team cohesion and moderates the relationship between relationship conflict and team cohesion as well as that between task conflict and team cohesion. These results suggest that a high level of conflict management not only has a direct impact on team cohesion but also alters the negative and positive effects of relationship conflict and task conflict, respectively, on team cohesion. We also found team cohesion to be positively related to perceived performance, satisfaction with the team, and team viability. Theoretical and practical implications are discussed.