Citation:

Adindya Fidza Handayana, Muhammad Yorga Permana. "Teamwork Effectiveness and Team-level Culture in an Institutional Business Team at Pt. XYZ Securities" International Research Journal of Economics and Management Studies, Vol. 5, No. 7, pp. 73-78, 2026. Crossref. http://doi.org/10.56472/25835238/IRJEMS-V5I7P109

Abstract:

This study explores how team-level culture shapes teamwork effectiveness within the institutional business team of PT. XYZ Securities, an Indonesian capital market firm. Although formal organizational values were communicated through corporate mechanisms, they were not always translated into daily team practices, resulting in siloed communication, limited information sharing, and unequal visibility over client-related opportunities. Using a qualitative single-case study design within an interpretivist paradigm, data were collected through eight semi-structured interviews with five team members and three contextual participants: the Director, an HR representative, and a peer team head. The data were analyzed using Braun and Clarke's six-phase thematic analysis. Four themes emerged: a gap between espoused and lived culture, information gatekeeping, the absence of psychological safety, and leadership as the primary cultural translator. The findings show that teamwork effectiveness was shaped less by individual capability than by cultural conditions that enabled or constrained openness, shared visibility, and coordinated action. The study proposes an implementation roadmap focusing on structural foundations and culture capability. It contributes qualitative evidence to the underexplored relationship between organizational culture and teamwork effectiveness in the Indonesian capital market industry.

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Keywords:

Institutional Brokerage, Leadership, Psychological Safety, Qualitative Case Study, Team-Level Culture, Teamwork Effectiveness.