Journal articles: 'Team Theory'

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Kilmister, C. W., K. H. Kim, and F. W. Roush. "Team Theory." Mathematical Gazette 73, no. 465 (October 1989): 277. http://dx.doi.org/10.2307/3618501.

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Klein, Jonathan H., K. H. Kim, and F. W. Roush. "Team Theory." Journal of the Operational Research Society 39, no. 7 (July 1988): 695. http://dx.doi.org/10.2307/2582195.

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Klein, Jonathan H. "Team Theory." Journal of the Operational Research Society 39, no. 7 (July 1988): 695–96. http://dx.doi.org/10.1057/jors.1988.119.

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Kim, K. H., and F. W. Roush. "Team theory." Automatica 24, no. 5 (September 1988): 722–23. http://dx.doi.org/10.1016/0005-1098(88)90125-2.

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Elitzur, Ramy. "Team theory." European Journal of Operational Research 36, no. 2 (August 1988): 277. http://dx.doi.org/10.1016/0377-2217(88)90446-8.

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Guan, KeXin, ZhengXue Luo, JiaXi Peng, Zhen Wang, HaiTing Sun, and Chun Qiu. "Team Networks and Team Identification: The Role of Leader-Member Exchange." Social Behavior and Personality: an international journal 41, no. 7 (August 1, 2013): 1115–23. http://dx.doi.org/10.2224/sbp.2013.41.7.1115.

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We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

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Vangrieken, Katrien, Filip Dochy, and Elisabeth Raes. "Team learning in teacher teams: team entitativity as a bridge between teams-in-theory and teams-in-practice." European Journal of Psychology of Education 31, no. 3 (January 6, 2016): 275–98. http://dx.doi.org/10.1007/s10212-015-0279-0.

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Gattami, A., B. M. Bernhardsson, and A. Rantzer. "Robust Team Decision Theory." IEEE Transactions on Automatic Control 57, no. 3 (March 2012): 794–98. http://dx.doi.org/10.1109/tac.2011.2168071.

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Valcea, Sorin, Maria Hamdani, and Bret Bradley. "Weakest Link Goal Orientations and Team Expertise: Implications for Team Performance." Small Group Research 50, no. 3 (January 28, 2019): 315–47. http://dx.doi.org/10.1177/1046496418825302.

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Using prior theory and research, we argue that a team member with a low learning goal or a high avoid orientation is detrimental for the expertise–performance relationship in team tasks. Results from a study of 82 teams showed that, after controlling for goal orientation team composition, expertise improved team performance only when teams did not have a weak link team member. In contrast, when teams had this weak link teammate, expertise did not improve performance, and in some cases damaged it. Implications for theory and practice are discussed.

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Senaratne, Sepani, and Saranga Gunawardane. "Application of team role theory to construction design teams." Architectural Engineering and Design Management 11, no. 1 (June 10, 2013): 1–20. http://dx.doi.org/10.1080/17452007.2013.802980.

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Foss, Nicolai J., and Siegwart Lindenberg. "Teams, Team Motivation, and the Theory of the Firm." Managerial and Decision Economics 33, no. 5-6 (July 2012): 369–83. http://dx.doi.org/10.1002/mde.2559.

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Sargent, Lana, Tracey Gendron, Marissa Mackiewicz, Ana Diallo, Faika Zanjani, Elvin Price, Pamela Parsons, and Gregory Ford. "Bringing Transdisciplinary Aging Research From Theory to Practice." Innovation in Aging 5, Supplement_1 (December 1, 2021): 522. http://dx.doi.org/10.1093/geroni/igab046.2013.

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Abstract There is a growing emphasis to use a transdisciplinary team approach to accelerate innovations in science to solve complex conditions associated with aging. However, the optimal organizational structure and process for how to accomplish transdisciplinary team science are unclear. In this study, we illustrate our team’s experience using transdisciplinary approaches to solve challenging and persistent problems for older adults living in urban communities. We describe our challenges and successes using the National Institutes of Health four-phase model of transdisciplinary team-based research. Using a de-identified survey, the team conducted an internal evaluation to identify features that created challenges including structural incongruities, interprofessional blind spots, group function, and group dynamics. The team then identified responses to address the features that created challenges and determined indicators for success. Indicators for success were identified by the team as a place for continued evaluation of the teams’ collaborative effectiveness, transdisciplinary integration, and impact on the university and aging community. This work resulted in the creation of the team’s Transdisciplinary Conceptual Model. This model became essential to understanding the complex interplay between societal factors, community partners, and academic partners. Conducting internal evaluations of transdisciplinary team processes is integral for teams to move beyond the multi- and interdisciplinary niche and to reach true transdisciplinary success. More research is needed to develop measures that assess team transdisciplinary integration. Once the process of transdisciplinary integration can be reliably assessed, the next step would be to determine the impact of transdisciplinary team science initiatives on aging communities.

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Omri, Ahlem, and Younes Boujelbene. "Team Dynamics and Entrepreneurial Team Success: The Mediating Role of Decision Quality." Journal of Enterprising Culture 29, no. 02 (June 2021): 141–60. http://dx.doi.org/10.1142/s0218495821500072.

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Little research on Entrepreneurial Teams (ET) has sought to understand how team processes may influence organizational outcomes. In this paper, we unite upper echelon theory to provide a deeper understanding of which entrepreneurial team dynamics, directly, or indirectly through decision quality, result in entrepreneurial team success. In order to do so, we build upon data collected from 225 entrepreneurial teams from Sfax region. Based on structural equation modeling, the findings demonstrate that shared leadership among entrepreneurial teams indirectly and positively affect ET success, and that decision quality mediates the relationship between ET communication and ET success. Our research contributes to the upper-echelons theory and ET literature by drawing attention to the team dynamics and social interaction between team members, and their implications for entrepreneurial team success.

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Schiller, Shu Z., and Munir Mandviwalla. "Virtual Team Research." Small Group Research 38, no. 1 (February 2007): 12–59. http://dx.doi.org/10.1177/1046496406297035.

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Recent information systems research has studied various aspects of virtual teams. However, the foundations and theoretical development of virtual team research remain unclear. We propose that an important way to move forward is to accelerate the process of theorizing and theory appropriation. This article presents an in-depth analysis of the current state of the art of theory application and development in virtual team research. We identify the frequency, pattern of use, and ontological basis of 25 virtual team-relevant theories. A researcher’s tool kit is presented to promote future theory application and appropriation. The tool kit consists of a descriptive and analytical database of theories relevant for virtual team research. We also present a framework for appropriating virtual team theories based on seven criteria. A detailed example demonstrates the application of the theory appropriation framework. The article contributes to the literature by presenting the state of the art of theory use in virtual team research and by providing a framework for appropriating reference-discipline theories.

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Yin, Jielin, Meng Qu, Miaomiao Li, and Ganli Liao. "Team Leader’s Conflict Management Style and Team Innovation Performance in Remote R&D Teams—With Team Climate Perspective." Sustainability 14, no. 17 (September 2, 2022): 10949. http://dx.doi.org/10.3390/su141710949.

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Remote work has become a new way of working due to the influence of the COVID-19 pandemic, which inevitably aggravates team conflicts caused by cognitive differences given the lack of face-to-face communication. With a team climate perspective, this paper investigates the impact of the team leader’s conflict management style on team innovation performance in remote R&D teams in China based on social cognition theory and two-dimension theory. A theoretical model is constructed which describes the mediating effect of team psychological safety and the moderating impact of team trust. Paired data from 118 remote R&D teams in China including 118 leaders and 446 members were collected. The results show that team leader’s cooperative conflict management style is conducive to enhancing team psychological safety and further effectively improves team innovation performance. Therefore, team psychological safety has a mediating effect between team leader’s cooperative conflict management style and team innovation performance. In addition, team trust has a negative moderating effect between team leader’s cooperative conflict management style and team psychological safety. Besides, this study obtains some valuable culture-related insights and provides more views for conflict management research in the cross-cultural context since the samples in this study are from China, a society with high collectivism, which is different from the western cultural context from which many conflict management theories develop.

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Hackman, J. Richard, and Ruth Wageman. "A Theory of Team Coaching." Academy of Management Review 30, no. 2 (April 2005): 269–87. http://dx.doi.org/10.5465/amr.2005.16387885.

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Hackman, J., and Ruth Wageman. "A theory of team coaching." IEEE Engineering Management Review 42, no. 4 (2014): 41–61. http://dx.doi.org/10.1109/emr.2014.6966945.

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Sun, Muyun, Kaiyuan He, and Ting Wen. "The Impact of Shared Leadership on Team Creativity in Innovation Teams—A Chain Mediating Effect Model." Sustainability 15, no. 2 (January 9, 2023): 1212. http://dx.doi.org/10.3390/su15021212.

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As an important outcome of team innovation, team creativity has become an important issue in academia and industry. Meanwhile, the horizontal leadership model has been preliminarily proven to be effective in improving the output of innovation performance. Multiple chain mediating effects of team psychological safety climate, cognitive motivation and social motivation on shared leadership and team creativity in innovative teams were proposed on the basis of social network theory and group dynamics theory. In this study, 178 innovation teams and 2011 innovation team members were given questionnaires, and the obtained data were empirically analyzed. The results show that shared leadership has a significant positive effect on team creativity in innovative teams; team psychological safety climates, cognitive motivation and social motivation play a partial mediating role between shared leadership and team creativity, and play a chain mediating role together. At the team level, the study verifies the positive effect of shared leadership on team creativity and reveals the complex team process.

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O’Neill, Thomas A., Matthew J. W. McLarnon, Genevieve Hoffart, Denis Onen, and William Rosehart. "The multilevel nomological net of team conflict profiles." International Journal of Conflict Management 29, no. 1 (February 12, 2018): 24–46. http://dx.doi.org/10.1108/ijcma-05-2016-0038.

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Purpose This paper aims to offer an integrative conceptual theory of conflict and reports on the nomological net of team conflict profiles. Specifically, it integrates social self-preservation theory with information-processing theory to better understand the occurrence of team profiles involving task conflict, relationship conflict and process conflict. Design/methodology/approach The study collected data from 178 teams performing and engineering design tasks. The multilevel nomological net that was examined consisted of constructive controversy, psychological safety and team-task performance (team level), as well as perceptions of learning, burnout and peer ratings of performance (individual level). Findings Findings indicated mixed support for the associations between conflict profiles and the hypothesized nomological net. Research limitations/implications Future research should consider teams’ profiles of team conflict types rather than examining task, relationship and process conflict in isolation. Practical implications Teams can be classified into profiles of team conflict types with implications for team functioning and effectiveness. As a result, assessment and team launch should consider team conflict profiles. Originality/value The complexity perspective advanced here will allow research on conflict types to move forward beyond the extensive research examining conflict types in isolation rather than their interplay.

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Lee, Seyoon, Jun-Gi Park, and Jungwoo Lee. "Explaining knowledge sharing with social capital theory in information systems development projects." Industrial Management & Data Systems 115, no. 5 (June 8, 2015): 883–900. http://dx.doi.org/10.1108/imds-01-2015-0017.

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Purpose – Owing to their complex and knowledge-intensive nature, information systems development (ISD) projects require effective collaboration between business and technology experts. In this regard, social capital theory may provide a valuable framework and insight into explaining knowledge sharing behavior in an ISD context. The purpose of this paper is to expand the theory of knowledge sharing as developed thus far in the ISD project context using the full-blown team social capital theory. Design/methodology/approach – The expertise and communication effectiveness of business and technology professionals were posited as antecedents of team social capital and knowledge sharing. The research model for this study integrates expertise, communication, knowledge sharing, social capital, and team performance into a structural equation modeling. The research model was empirically tested with a data set from business and technology professional pairs collected from 115 ISD project teams. Findings – The results indicated that team social capital and knowledge sharing have significant influences on team performance. Team social capital appears to have a stronger influence on knowledge sharing than business and technology expertise. Communication effectiveness and technology expertise are important antecedents to raise team social capital. Originality/value – In this study, the social capital theory is applied toward enhancing the theory of knowledge sharing in ISD project teams. General social capital construct and measures are adopted and modified into the team social capital measures and validated empirically.

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Lin, Chieh-Peng, Chu-Chun Wang, Shih-Chih Chen, and Jui-Yu Chen. "Modeling leadership and team performance." Personnel Review 48, no. 2 (March 4, 2019): 471–91. http://dx.doi.org/10.1108/pr-10-2017-0313.

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Purpose The purpose of this paper is to develop a research model that explains team performance based on social cognitive theory and social exchange theory. In the model, team performance indirectly relates to three kinds of leadership (i.e., charismatic, autocratic and considerate) via the full mediation of collective efficacy. At the same time, team justice as a focus in this study is examined as a moderator in the model. Design/methodology/approach The research hypotheses of this study were empirically tested using two-wave data collection across insurance sales teams from a leading bank holding company which is the largest bank holding company in Taiwan. In the first-wave data collection, researchers of this study surveyed six people anonymously from each sales team, including a team leader and five team members. Three months later, the researchers conducted the second-wave data collection by obtaining team performance data from the department of human resource management, which was an independent rater for each team’s performance. Two-wave data collection from 59 teams was achieved for verifying the hypothesized effects. Findings The team-level test results show that collective efficacy fully mediates the relationship between charismatic leadership and team performance and between considerate leadership and team performance. Justice moderates the relationship between collective efficacy and team performance and between charismatic leadership and collective efficacy. Originality/value This study has two major theoretical implications. First, this study conceptualized three distinct kinds of leadership as major determinants of team performance from a social exchange perspective. Such a theoretical conceptualization of leadership not only broadens the boundary of leadership beyond traditional one such as transactional leadership based on the theory of contingent reward but also closely reflects the practical status quo of leadership of teams. Second, this research incorporated social exchange theory into the framework of team performance in social cognitive theory. Specifically, this study theorized and validated justice as a moderator in the development of team performance.

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Dibble, Rebekah, and Cristina B. Gibson. "Crossing team boundaries: A theoretical model of team boundary permeability and a discussion of why it matters." Human Relations 71, no. 7 (November 28, 2017): 925–50. http://dx.doi.org/10.1177/0018726717735372.

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Given the context in which teams work today, many teams are necessarily dynamic and permeable; that is, workers must be able to move quickly and easily in and out of teams, across team boundaries. We develop a model of team boundary permeability that incorporates the features of the team that give rise to boundary permeability, the outcomes experienced by teams with permeable boundaries, and moderators that serve to enhance the benefits and mitigate the liabilities of boundary permeability. In doing so, we extend theory on the fluid nature of teams. We conclude with implications for theory, directions for future research and implications for practice.

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Hirvonen, Pasi. "Positioning, conflict, and dialogue in management teams." Qualitative Research in Organizations and Management: An International Journal 14, no. 4 (November 11, 2019): 444–64. http://dx.doi.org/10.1108/qrom-05-2018-1637.

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Purpose The purpose of this paper is to investigate the dynamics of social positioning and interpersonal conflicts in management teams. This paper utilizes positioning theory to analyze team conflicts by combining microlevel interaction analysis and explicit, meso-level team research in the context of managerial work. Design/methodology/approach This research is based on an analysis of 34 conflict episodes that occurred during management board meetings conducted by two Finnish public research institutions. By analyzing naturally occurring interactions and video material, this paper presents a discursive analysis of conflict from the perspective of positioning theory, focusing on local moral orders, social positions and the construction of dialogue. Findings This study’s findings illuminate how team conflicts may be understood in terms of positioning theory, as well as how positioning is connected to managing conflicts and constructing either degenerative or generative dialogue in teams. The present study indicates possibilities for applying positioning theory as a methodological tool when studying team interactions and dialogue. Practical implications The study offers practical implications regarding team conflict management. By developing an understanding of the positioning dynamics of managers and other team members, one can help create constructive and generative dialogue in teams. Originality/value From a methodological perspective, this paper presents a novel approach to the study of team conflicts and outlines several suggestions regarding the theoretical approach in the analysis of team interaction and dynamics.

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Harvey, Jean-François, Kevin J. Johnson, Kate S. Roloff, and Amy C. Edmondson. "From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning." Human Relations 72, no. 11 (January 8, 2019): 1726–51. http://dx.doi.org/10.1177/0018726718817812.

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Do teams with motivation to learn actually engage in the behaviors that produce learning? Though team learning orientation has been found to be positively related to team learning, we know little about how and when it actually fosters team learning. It is obviously not the only factor that may impact learning in teams. Team psychological safety, or the way team members feel about taking interpersonal risks, is another important factor associated with team learning. Team open-mindedness, or the degree of curiosity that teams have for new ideas, is also likely to impact team learning. So far, these factors have been investigated independently of each other. In this article, we draw from theory on team development and goal achievement to develop a model of team learning that includes them. We report the results from a time-lagged, survey-based study designed to test our model. We found that the relationship between team learning orientation and team learning is mediated by team psychological safety. Yet, this is only true when team open-mindedness is low, not when it is high. We thus reveal initial patterns of interaction and discrimination among key factors that are related to team learning in ways that contribute to both theory and practice.

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Glushchenko, V. "The Scientific Theory of Teams and Strategic Management of Teamwork." Bulletin of Science and Practice 6, no. 4 (April 15, 2020): 272–87. http://dx.doi.org/10.33619/2414-2948/53/32.

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Subject of the article is development of scientific theory and methodology teams strategic management of teams, the object of the article is dedicated to team activities under the project approach in the economy, the aim is to increase the efficiency of strategic management of work teams in terms of project approach to achieve the goals the following tasks: study of development of methodology of team work and management of work teams (groups, schools); identify and study the function and role of teams in organizations; the method of forming a team management strategy within the project approach; forming a scientific theory of teamwork; describing the paradigm of strategic management of teamwork and its components; research sources of risks to reduce the effectiveness of teams; scientific methods in the article are the methodology of science, historical analysis, heuristic synthesis, system analysis and approach, the method of expert assessments, comparative analysis, forecasting; the scientific novelty of the article is the formation of scientific theories of teamwork, the definition of the functions and roles of command in the economy, scientific bases and a technique of formation of strategy of management by work teams within the framework of the project approach taking into account the specifics of work teams in conditions of the sixth technological structure.

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Zhang, Yue, Qiaozhuan Liang, and Peihua Fan. "Strategic core change, faultlines and team flux: insight from punctuated equilibrium model." Journal of Organizational Change Management 30, no. 1 (February 13, 2017): 54–75. http://dx.doi.org/10.1108/jocm-01-2016-0003.

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Purpose Combining the punctuated equilibrium theory with the faultline theory, the purpose of this paper is to focus on member change of strategic core role holders in teams. Design/methodology/approach The authors test the model using data from 30 National Basketball Association teams covering 11 regular seasons, carrying out regression analyses. Findings This research illustrates how different types of job-related skills of core role holders that involved in member change might influence the team performance loss, and how team demographic faultlines would serve as a moderator. Practical implications This research demonstrates that punctuational change in a team is not always bad, flux in coordination and team performance loss could be avoided by staffing strategic core role based on specific job-related skill levels and manipulating team composition based on demographic attributes. Originality/value The research model initially provides an integrated perspective of member change, core role and faultline theory to explain the team process for punctuational change.

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Volk, Stefan, Matthew J. Pearsall, Michael S. Christian, and William J. Becker. "Chronotype Diversity in Teams: Toward a Theory of Team Energetic Asynchrony." Academy of Management Review 42, no. 4 (October 2017): 683–702. http://dx.doi.org/10.5465/amr.2015.0185.

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Wegmann, Reto M. "A grounded theory for the performance of temporary disaster response teams." Journal of Organizational Effectiveness: People and Performance 7, no. 2 (June 1, 2020): 155–72. http://dx.doi.org/10.1108/joepp-04-2020-0059.

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PurposeThe purpose of this study is to identify and determine the most prevalent factors influencing the performance of temporary disaster response teams.Design/methodology/approachAfter a literature review on team performance and temporary organizations, this study uses the grounded theory approach, based on 13 years of United Nations Disaster Assessment and Coordination mission data.FindingsGeneric individual skills and a heterogeneous team composition are key. Speed of deployment trumps thoroughness of preparation. Partner organizations should contribute supporting capacities. Necessary leadership skills are simple rather than arcane. Uncontrollable factors must be accepted. Creativity plays only a small role.Practical implicationsPrioritize transferable competencies when selecting team members. Compose teams with regional, but not global, diversity. Reduce team leader training to basic leadership skills.Originality/valueThe intersection between temporary organizations and the performance of multinational disaster response teams is unexplored. Research aimed at increasing disaster response performance can contribute to human lives saved and advance general management and organization studies.

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Phelps, Robert. "Risk Management and Agency Theory in is Projects – an Exploratory Study." Journal of Information Technology 11, no. 4 (December 1996): 297–307. http://dx.doi.org/10.1177/026839629601100404.

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The way in which project teams respond to problems and manage risks during IT project developments is affected by the organizational context. In particular, it is affected by the implicit ‘contract’ between the team and the organization. This contract is controlled through the adherence to formal methodologies and the use of organizational control system. This paper looks at risk management from the point of view of team behaviour, focusing on behavioural response to risks in terms of effort and risk aversion. Three case studies of project team behaviour are used to illustrate the types of risk management behaviour which may arise under different contracts between project team and organization.

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Kim, Jeongbin, Thomas R. Palfrey, and Jeffrey R. Zeidel. "Games Played by Teams of Players." American Economic Journal: Microeconomics 14, no. 4 (November 1, 2022): 122–57. http://dx.doi.org/10.1257/mic.20200391.

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We develop a general framework for analyzing games where each player is a team and members of the same team all receive the same payoff. The framework combines noncooperative game theory with collective choice theory, and is developed for both strategic form and extensive form games. We introduce the concept of team equilibrium and identify conditions under which it converges to Nash equilibrium with large teams. We identify conditions on collective choice rules such that team decisions are stochastically optimal: the probability the team chooses an action is increasing in its equilibrium expected payoff. The theory is illustrated with some binary action games. (JEL C72, D71)

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Santos, Susana C., Michael H. Morris, António Caetano, Sílvia F. Costa, and Xaver Neumeyer. "Team entrepreneurial competence: multilevel effects on individual cognitive strategies." International Journal of Entrepreneurial Behavior & Research 25, no. 6 (September 2, 2019): 1259–82. http://dx.doi.org/10.1108/ijebr-03-2018-0126.

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Purpose The purpose of this paper is to introduce the concept of team entrepreneurial competence, a team-level construct representing the level of shared abilities toward entrepreneurial activities within a new venture team. A multilevel model of the influence of team entrepreneurial competence and team entrepreneurial experience on the cognitive strategies of team members is developed and tested. Design/methodology/approach Using a sample of 47 early stage entrepreneurial teams (144 individuals), a set of hypotheses regarding the effect of team entrepreneurial competence on team member reliance on effectual and causal reasoning, together with the moderating effect of team entrepreneurial experience, are tested. Findings The results provide support for a positive multilevel association between team entrepreneurial competence and the reliance by team members on both causal and effectual reasoning strategies; members of teams with higher entrepreneurial competence and more entrepreneurial experience are more likely to engage in effectuation. Research limitations/implications Understanding how team-level predictors and moderators have a role in determining individual effectuation and causation strategies offers promise in advancing effectuation theory. Practical implications Teams develop entrepreneurial competencies that transcend those of individual team members; where teams have more collective entrepreneurial experience, the effect on the tendency of individuals to engage in effectual reasoning is enhanced, which can be beneficial in highly uncertain contexts. Originality/value The results of this study are a step forward for effectuation theory, as it demonstrates the role of team-level variables in explaining individual causal and effectual reasoning.

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Eisenberg, Julia, Corinne Post, and Nancy DiTomaso. "Team Dispersion and Performance: The Role of Team Communication and Transformational Leadership." Small Group Research 50, no. 3 (February 12, 2019): 348–80. http://dx.doi.org/10.1177/1046496419827376.

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Organizations increasingly rely on virtual teams to access geographically dispersed expertise. Yet, team dispersion introduces challenges to team communication that may negatively influence team performance. Using a sample of 53 innovation teams representing a variety of geographic dispersion configurations from completely collocated to highly dispersed, we examined the moderating role of transformational leadership on the relationship between team dispersion, team communication, and team performance. Our findings suggest that while transformational leadership is effective in reducing the negative effects of dispersion in collocated teams or ones with low levels of geographic dispersion, it is less effective helping improve the performance of highly dispersed teams. This effect may be due to a transformational leader’s difficulty in facilitating team communication in highly dispersed teams, where his or her influence might actually have counterproductive effects. We discuss the implications of our findings for theory, future research, and practice.

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Carter, Nathan T., Dorothy R. Carter, and Leslie A. DeChurch. "Implications of Observability for the Theory and Measurement of Emergent Team Phenomena." Journal of Management 44, no. 4 (October 29, 2015): 1398–425. http://dx.doi.org/10.1177/0149206315609402.

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Many of the most pivotal mechanisms of team success are emergent phenomena—constructs with conceptual origins at the individual level that coalesce over time through members’ interactions to characterize a team as a whole. Typically, empirical research on teams represents emergent mechanisms as the aggregate of members’ self-report perceptions of the team. This dominant approach assumes members have developed a perception of the emergent property and are able to respond accurately to survey items. Yet emergent phenomena require sufficient time and team interaction before coalescing as perceptible team properties. Attempting to measure an emergent property before it is perceptible can result in inaccurate assessments and substantive conclusions. Therefore, a key purpose of this study is to develop a better understanding of the underlying characteristics of emergent team phenomena that give rise to their emergence as perceptible and, thus, accurately measurable team characteristics. We advance a conceptual framework that classifies emergent team properties on the basis of the degree to which the construct manifests in overtly observable behaviors, positing that more observable emergent team phenomena require less interaction before emerging as ratable team properties compared to constructs that are less easily observed. Leveraging advances in measurement modeling, we test our conceptual framework in a laboratory sample and a quasi–field study sample, demonstrating a multilevel measurement approach that evaluates the emergence of shared team properties across measurement occasions. Results suggest the observability of emergent team properties is a crucial determinant of the relative speed at which constructs emerge as recognizable, ratable properties of the team.

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Kuypers, Tom, Hannes Guenter, and Hetty van Emmerik. "Team Turnover and Task Conflict: A Longitudinal Study on the Moderating Effects of Collective Experience." Journal of Management 44, no. 4 (October 14, 2015): 1287–311. http://dx.doi.org/10.1177/0149206315607966.

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Team turnover can be harmful to a team in many ways. This study examined whether a team’s collective experience (team organizational tenure) attenuates the association between team turnover and task conflict changes. Differing from prior research, our study used a longitudinal design to assess the effects of team turnover, accounting for the competence of those leaving the team. We built on context-emergent turnover theory and tested a random coefficient growth model by utilizing data from 74 health-care teams. We found support for the hypothesized interaction: The more collective experience the team had, the less likely it was that team turnover associated with increases in task conflict. We discuss implications for theory and practice.

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Sinha, Ruchi, and Christina Stothard. "Power asymmetry, egalitarianism and team learning – Part 1: conceptualizing the moderating role of environmental hardship." Learning Organization 27, no. 5 (August 10, 2020): 389–401. http://dx.doi.org/10.1108/tlo-01-2020-0018.

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Purpose This paper aims to understand the effects of team power asymmetry (hierarchy) on team learning. Design/methodology/approach Literature suggests that power asymmetry can hurt team learning due to unequal interactions. The authors integrate the situated focus theory of power and the theory of adversarial growth to propose that environmental hardship can moderate this relationship. Such that, under environmental hardship there is a shift in power relations within hierarchical teams, such that power asymmetry positively relates to team learning via increased team egalitarianism (interactional equality). Findings The study is presented in two parts. Part 1 reviews the literature and builds the theoretical arguments for the conceptual model, while Part 2 empirically examines the model on a sample of military teams. In Part 1, the authors propose a theoretically derived model and directions for future research in team power, dynamics and learning. Research limitations/implications It provides directions to empirically validate a contingency-based model to resolve the dilemma of creating equality and high levels of team learning in hierarchical teams. Originality/value The conceptual model and hypotheses contribute to the team learning literature by theoretically clarifying the conditions under which power asymmetry is likely to improve team learning.

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Carlson, John R., Dawn S. Carlson, Emily M. Hunter, Randal L. Vaughn, and Joey F. George. "Virtual Team Effectiveness." Journal of Organizational and End User Computing 25, no. 2 (April 2013): 1–18. http://dx.doi.org/10.4018/joeuc.2013040101.

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The work of virtual teams is increasingly important to today’s organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.

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Cacioppe, Ron, and Roger Stace. "Integral team effectiveness: validity analysis of a theory‐based team measure." Team Performance Management: An International Journal 15, no. 5/6 (August 21, 2009): 220–34. http://dx.doi.org/10.1108/13527590910983503.

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Awtrey, Eli. "A Network Theory of Team Diversity." Academy of Management Proceedings 2016, no. 1 (January 2016): 15326. http://dx.doi.org/10.5465/ambpp.2016.15326abstract.

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Turner, P., and S. Turner. "Describing Team Work with Activity Theory." Cognition, Technology & Work 3, no. 3 (August 2001): 127–39. http://dx.doi.org/10.1007/pl00011528.

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Xie, Xiao-Yun, Hao Ji, Kun Luan, and Ying-Zhen Zhao. "The curvilinear relationship between team familiarity and team innovation: A secondary data analysis." Journal of Management & Organization 26, no. 5 (February 1, 2018): 700–718. http://dx.doi.org/10.1017/jmo.2017.85.

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AbstractParadoxical arguments and mixed empirical evidence coexist in the current literature concerning the relationship between team familiarity and team innovation. To resolve this contradiction, we apply habitual routines theory to propose that team familiarity and team innovation have an inverted U-shaped relationship. Using a data set of 68,933 R&D teams in the electrical engineering industry, our results support a nonlinear relationship between team familiarity and team innovation, and suggest that the best innovative performance is produced by moderately familiar teams. Furthermore, we find that external learning can moderate this curvilinear relationship. Theoretical contributions and future implications are discussed.

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Saldi, Naci. "A Topology for Team Policies and Existence of Optimal Team Policies in Stochastic Team Theory." IEEE Transactions on Automatic Control 65, no. 1 (January 2020): 310–17. http://dx.doi.org/10.1109/tac.2019.2911798.

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Kang, Mincheol. "A proposed improvement to the multilevel theory for hierarchical decision-making teams." Journal of Management & Organization 16, no. 1 (March 2010): 151–67. http://dx.doi.org/10.1017/s1833367200002339.

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AbstractThe multilevel theory proposed by Hollenbeck et al. identified a set of core variables that are central to accuracy in decision-making in hierarchical teams with distributed expertise. Following the identification of the limitations of the original core variables, a new set of core variables is proposed: (a) member validity, which represents the overall predictability of team members with regard to the correct decision and (b) hierarchical sensitivity, which represents the effectiveness of the leader's weightings of members' recommendations. To test the revised theory, a computational model called Team-Soar is used. The simulation results show that the small set of new core variables explains a large portion of the variance in the team decision accuracy and mediates the effects of other variables on the accuracy. The revised theory can be used as a conceptual vehicle to parsimoniously explain the performance of hierarchical decision-making teams. The theory could also be used to diagnose and train real teams in terms of the core variables.

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Kang, Mincheol. "A proposed improvement to the multilevel theory for hierarchical decision-making teams." Journal of Management & Organization 16, no. 1 (March 2010): 151–67. http://dx.doi.org/10.5172/jmo.16.1.151.

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AbstractThe multilevel theory proposed by Hollenbeck et al. identified a set of core variables that are central to accuracy in decision-making in hierarchical teams with distributed expertise. Following the identification of the limitations of the original core variables, a new set of core variables is proposed: (a) member validity, which represents the overall predictability of team members with regard to the correct decision and (b) hierarchical sensitivity, which represents the effectiveness of the leader's weightings of members' recommendations. To test the revised theory, a computational model called Team-Soar is used. The simulation results show that the small set of new core variables explains a large portion of the variance in the team decision accuracy and mediates the effects of other variables on the accuracy. The revised theory can be used as a conceptual vehicle to parsimoniously explain the performance of hierarchical decision-making teams. The theory could also be used to diagnose and train real teams in terms of the core variables.

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Leach, Linda Searle, and Ann M. Mayo. "Rapid Response Teams: Qualitative Analysis of Their Effectiveness." American Journal of Critical Care 22, no. 3 (May 1, 2013): 198–210. http://dx.doi.org/10.4037/ajcc2013990.

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Background Multidisciplinary rapid response teams focus on patients’ emergent needs and manage critical situations to prevent avoidable deaths. Although research has focused primarily on outcomes, studies of the actual team effectiveness within the teams from multiple perspectives have been limited. Objective To describe effectiveness of rapid response teams in a large teaching hospital in California that had been using such teams for 5 years. Methods The grounded-theory method was used to discover if substantive theory might emerge from interview and/or observational data. Purposeful sampling was used to conduct in-person semistructured interviews with 17 key informants. Convenience sampling was used for the 9 observed events that involved a rapid response team. Analysis involved use of a concept or indicator model to generate empirical results from the data. Data were coded, compared, and contrasted, and, when appropriate, relationships between concepts were formed. Results Dimensions of effective team performance included the concepts of organizational culture, team structure, expertise, communication, and teamwork. Conclusions Professionals involved reported that rapid response teams functioned well in managing patients at risk or in crisis; however, unique challenges were identified. Teams were loosely coupled because of the inconsistency of team members from day to day. Team members had little opportunity to develop relationships or team skills. The need for team training may be greater than that among teams that work together regularly under less time pressure to perform. Communication between team members and managing a crisis were critical aspects of an effective response team.

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K.P., Nandan Prabhu, Lewlyn Rodrigus L.R., Ramana Kumar K.P.V., and Yogesh P. Pai. "Role of team transformational leadership and workplace spirituality in facilitating team viability: an optimal distinctiveness of identities’ theory-based perspective." Industrial and Commercial Training 51, no. 2 (February 4, 2019): 64–84. http://dx.doi.org/10.1108/ict-07-2018-0062.

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Purpose The purpose of this paper is to investigate the moderating role of workplace spirituality (WS) in the relationship between team transformational leadership (TTL) and team viability (TV) under the theoretical lens of the theory of optimal distinctiveness of identities. Design/methodology/approach This study adopted quantitative, cross-sectional research design at the team level of analysis among 141 software development project teams that belonged to 22 information technology (IT) organizations in the Indian IT sector to evaluate the effect of TTL behavior on TV under the conditional presence of WS. Findings This research has found empirical evidence to show that TTL is positively associated with TV or the team members’ desire to be a part of future performance episodes of their team. However, this research has shown that the relative effect of WS on the relationship between TTL and TV is weaker in those teams that experience higher levels of WS than those teams that experience lower levels of WS. Originality/value This research’s originality exists in its team-level conceptualization of WS, a gap in prior research addressed by this paper, in order to evaluate the interactive effects of team-level conceptualizations of transformational leadership and WS on TV. Further, this paper’s originality stems from the explanation of TV as the result of desirable balance between team members’ needs for within-team inclusion and within-team differentiation.

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Zhou, Lulu, Jin Li, Yan Liu, Feng Tian, Xufan Zhang, and Weiping Qin. "Exploring the relationship between leader narcissism and team creativity." Leadership & Organization Development Journal 40, no. 8 (November 4, 2019): 916–31. http://dx.doi.org/10.1108/lodj-03-2019-0099.

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Purpose The purpose of this paper is to investigate the mediating effect of information search effort on the relationship between leader narcissism and team creativity in China based on attention theory. The paper also explores participative decision making as a moderator in the relationship between team leader narcissism and information search effort. Design/methodology/approach Through a survey of 667 team members and their team leaders from 96 research and development teams at 23 high-tech enterprises in China with paired samples, cross-time data were collected. Confirmatory factor analysis, hierarchical regression and path analysis were adopted to analyze the data. Findings This paper found that leader narcissism had a positive impact on team information search effort, thereby promoting team creativity, and the effect of leader narcissism on team information search effort is more positive in the context of high participation in decision making. Practical implications Narcissism should be a noteworthy trait in manager selection and promotion especially for the departments and teams which focus on innovation and creation. And companies should pay attention to the team work processes to ensure that team members have the opportunity to participate in decision making for promoting the team leader’s narcissistic “bright” side in the institutional environment and avoiding the “dark” side. Originality/value This paper discusses how and when leader narcissism influences team creativity in Chinese high-technology enterprises based on attention theory. This research expands the application of attention theory at the team level.

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Mitchell, Alanah, and Ilze Zigurs. "Virtual Team Process and Pathologies." International Journal of e-Collaboration 9, no. 3 (July 2013): 31–49. http://dx.doi.org/10.4018/jec.2013070103.

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The dynamic nature of group process is a long-standing challenge for research and practice, and particularly so in virtual teams, which are increasingly a regular part of organizational life today. Virtual teams act in fluid environments, as they strive to make sense of how best to incorporate appropriate technology choices during on-going interaction. Interventions in group process have potential to help teams make those choices. However, one set of critical factors that has received very little attention is the timing of interventions and their presentation style and content. These factors are particularly important in virtual teams, whose members rely on information and communication technologies and where technology interplay with group processes needs particular attention. Based on empirical findings, the authors present a new perspective on the longstanding topic of team process and the use of interventions, specifically in a virtual environment. The authors use the analyses of seven teams of students from three universities working together in a virtual workspace to complete a global offshore development project as case studies for building a process theory of adaptive intervention for virtual teams. The theory integrates team process with technology, to show how interventions can be used to proactively trigger and reactively respond to transitions. Ultimately, the theory shows how adaptive interventions can be used in a dynamic way to enhance virtual team process and thereby address key challenges that virtual teams face in their on-going work.

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Liu, Chin-Yun, Andrew Pirola-Merlo, Chin-Ann Yang, and Chih Huang. "Disseminating the functions of team coaching regarding research and development team effectiveness: Evidence from high-tech industries in Taiwan." Social Behavior and Personality: an international journal 37, no. 1 (February 1, 2009): 41–57. http://dx.doi.org/10.2224/sbp.2009.37.1.41.

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The purpose of this research was to test the predictions of Team Coaching Theory (Hackman & Wageman, 2005) using 137 research and development teams in Taiwan. The results of this study partially supported Hackman and Wageman's theory. Results of the structural equation modeling (SEM) indicated that team coaching functions had positive effects on the team performance processes of effort and skills and knowledge. In addition it was found that the team performance processes of effort and strategy had direct positive impacts on team effectiveness. Further SEM analyses indicated that effort and skills and knowledge both had direct impacts on strategy (which in turn impacted on team effectiveness).

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Pearsall, Matthew J., and Aleksander P. J. Ellis. "The Effects of Critical Team Member Assertiveness on Team Performance and Satisfaction." Journal of Management 32, no. 4 (August 2006): 575–94. http://dx.doi.org/10.1177/0149206306289099.

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In an effort to extend theory and research linking personality to team effectiveness, this study used the workflow networks literature to investigate the effects of critical team member dispositional assertiveness on team performance and satisfaction. Results from 64 teams working on a command-and-control simulation indicated that critical team member dispositional assertiveness positively affected team performance and team satisfaction. Results also indicated that both of those effects were due to improvements in the team's transactive memory system.

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Brykman, Kyle M., and Danielle D. King. "A Resource Model of Team Resilience Capacity and Learning." Group & Organization Management 46, no. 4 (May 12, 2021): 737–72. http://dx.doi.org/10.1177/10596011211018008.

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A team’s capacity to bounce back from adversities or setbacks (i.e., team resilience capacity) is increasingly valuable in today’s complex business environment. To enhance our understanding of the antecedents and consequences of team resilience capacity, we develop and empirically test a resource-based model that delineates critical team inputs and outputs of resilience capacity. Drawing from conservation of resources theory, we propose that voice climate is a critical resource that builds team resilience capacity by encouraging intrateam communication and that leader learning goal orientation (LGO) amplifies this relationship by orienting team discourse toward understanding and growing from challenges. In turn, we propose that team resilience capacity is positively related to team learning behaviors, as teams with a higher resilience capacity are well-positioned to invest their resources into learning activities, and that team information elaboration amplifies this relationship by facilitating resource exchange. Results of a time-lagged, multisource field study involving 48 teams from five Canadian technology start-ups supported this moderated-mediated model. Specifically, voice climate was positively related to team resilience capacity, with leader LGO amplifying this effect. Further, team resilience capacity was positively related to team learning behaviors, with information elaboration amplifying this effect. Altogether, we advance theory and practice on team resilience by offering empirical support on what builds team resilience capacity (voice climate) and what teams with a high resilience capacity do (learning), along with the conditions under which these relationships are enhanced (higher leader LGO and team information elaboration).

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Journal articles on the topic 'Team Theory'

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