Table of Contents
Cover
Title Page
About the Editors
About the Contributors
Foreword
Series Preface
Supported Charity
Introduction
1 The Psychology of Teamwork and Collaborative Processes
Introduction
What Are Teams?
The Developing Research Agenda for Teamwork
Conclusion
References
Part I: Overview of Team Effectiveness
2 Factors that Influence Teamwork
Introduction
Defining Teamwork
Critical Considerations
Evaluation
Future Research
Conclusion
Acknowledgements
References
3 Team Performance in Knowledge Work
Introduction
Contemporary Teamwork
Past and Present Conceptualizations of Performance: A Brief Overview
A Flexible Definition: Performance as Functional Utility
Higher‐Order Dimensions of Team Functional Utility
An Integrated Framework for Team Effectiveness in Knowledge Work
Future Research
Conclusion
References
4 Transnational Team Effectiveness
Introduction
International Perspective and Cultural Constructs
Input–Process–Output vs. Input–Mediator–Output
Inputs to Team Effectiveness
Mediators/Processes of Team Effectiveness
Outputs of Team Effectiveness
Comprehensive Models of Team Effectiveness for the Future
Future Research
Conclusion
References
Part II: Antecedents to Team Effectiveness
5 Team Design
Introduction
What is Team Design?
Constituting the Team
Boundaries
Shared Purpose
Stability
Composition
Structuring the Team
Activity Structure
Authority Structure
Creating a Supportive Context
Team Micro‐Context
Organization Macro‐Context
Environmental Context
Future Research
Conclusion
References
6 Team Composition
Introduction
Teams and Team Types
Team Composition
Networks: A Bridge across Typologies, Roles, Positions, and Team Types
Network Measures as Related to Team Composition
Networks and Team Composition Moving Forward
Future Research
Conclusion
References
7 Team Diversity
Introduction
Consequences of Team Diversity
The Bi‐theoretical Approach to Team Diversity
Attributing Different Effects to Different Types of Diversity
Diversity Perceptions
The Contingency Approach to Team Diversity: The Categorization–Elaboration Model
Faultlines and Subgroups
Multilevel and Status‐based Approaches to Team Diversity
Future Research
Conclusion
References
8 Change in Organizational Work Teams
Introduction
Team Receptivity
Future Research
Conclusion
Acknowledgments
References
9 Status Effects on Teams
Introduction
Definition of Status
Status Effects on Teams
Future Research
Conclusion
Acknowledgement
References
10 Cross‐Cultural Teams
Introduction
Cross‐Cultural Teams
The IPO Framework and Cross‐Cultural Team Effectiveness
Team Outputs
Team Processes
Team Inputs
Input–Output and Input–Process Relationships
Input–Process–Outcome Relationships
Limitations
Future Research
Conclusion
Acknowledgements
References
Part III: Team Effectiveness
11 Teamwork Processes and Emergent States
Introduction
Defining the Basics
Team Processes and Emergent States: The ABCs
Future Research
Conclusion
References
12 Team Decision Making
Introduction
Group Processes and Team Decision Making
Teamwork and Team Decision Making
Interventions for Improving Team Decision Making
Future Research
Conclusions
References
13 Teamwork under Stress
Introduction
Understanding Teamwork under Stress
Teams in Extreme Environments
Optimizing Teamwork under Stress
Measuring Team‐Level Stress
Future Research
Conclusion
Acknowledgement
References
14 Conflict in Teams
Introduction
Intragroup Conflict
Task Conflict
Relationship Conflict
Process Conflict
Status Conflict
Alternative Perspectives on the Study of Intragroup Conflict
Future Research
Conclusion
References
15 Team Leadership
Introduction
Teams and Leadership Effectiveness: Setting the Stage
Generic Approaches to Team Leadership
Team‐Specific Approaches to Team Leadership
Future Research
Conclusion
References
16 Team Cognition
Introduction
The Importance and Maturation of Team Cognition
Team Mental Models
Team Situation Awareness
Integration of Team Mental Models and Situation Awareness
Future Research
Conclusion
References
17 Team Trust
Introduction
Conceptual Issues and Clarification
Team Trust: Similarities and Distinctions with Interpersonal Trust
Team Trust: A Multilevel Perspective
Multilevel Antecedents of Team Trust
Multi‐Level Outcomes of Team Trust
Future Research
Conclusion
Acknowledgments
References
18 Psychological Contracts in Teams
Introduction
Multiple Foci Social Exchange Relationships and Psychological Contracts
LMX and Psychological Contracts
Fairness, Peer Justice and Psychological Contracts
Social support in teams and psychological contracts
Future Research
Conclusion
References
19 Affect and Creativity in Work Teams
Introduction
Affect and Individual Creativity
Affect and Creativity in Teams
Positive GAT and Team Creativity
Applying Individual‐Level Effects to Multiple Levels
Affect and Creativity in Teams as a Dynamic Process
Future Research
Conclusions
Acknowledgement
References
20 Team Reflexivity and Innovation
Introduction
Team Reflexivity
A Model of Team Reflexivity
Moderators
Implications for Practice
Future Research
Conclusion
References
Part IV: Team Effectiveness Tools and Outputs
21 Team Performance Measurement
Introduction
The Science of Teams and Performance Measurement
Requirements for Team Performance Measurement System Design
Emerging Methods of Unobtrusive Team Performance Measurement
Strategies for Team Performance Measurement
Future Research
Conclusion
References
22 Developing and Managing Teams
Introduction
Developing and Managing Teams
Team Outcomes
Team Mediators
Inputs
Future Research
Conclusion
References
23 Team Performance in Extreme Environments
Introduction
Team Composition
Cohesion and Conflict
Leadership
Communication
Future Research
Conclusion
References
24 Team Development Interventions
Introduction
The Changing Nature of Teams
Team Development Interventions
Future Research
Conclusion
Acknowledgement of Funding Support
References
Part V: The Future of Teams
25 The Future of Teams
Introduction
Interconnectedness, Belonging and Compassion
Interconnectedness in a Digital World
Interconnectedness and Diversity
Interconnectedness Within and Across Organizations
Languishing or Flourishing Through Interconnection
Interconnection Promoting Belonging
Compassionate Cultures Sustain Interconnectedness
Conclusion
References
Index
End User License Agreement
List of Tables
Chapter 02
Table 2.1 Critical considerations.
Chapter 03
Table 3.1 Types of team performance.
Chapter 06
Table 6.1 Team member and replacement characteristics.
Table 6.2 Interdependent ties matrix.
Table 6.3 Affective ties.
Table 6.4 Familiarity ties.
Table 6.5 Network concepts and team composition.
Chapter 09
Table 9.1 Empirical literature on the status effects.
Chapter 10
Table 10.1 Literature review with an input–process–output framework
Chapter 11
Table 11.1 Future research directions.
Chapter 12
Table 12.1 Key concepts from the group processes literature relevant for team decision making (Brown, 2000).
Table 12.2 Principles of effective teamwork (adapted from Salas et al: 2007, p. 806).
Chapter 13
Table 13.1 A subset of stressors present in team contexts.
Table 13.2 Candidate stress training approaches.
Chapter 19
Table 19.1 Recent findings regarding the relationship between group affect and creativity.
Chapter 21
Table 21.1 Description of a team performance profile (adapted from Salas et al., 2007).
Table 21.2 Summary of requirements for a team performance measurement system.
Table 21.3 Summary of team competencies and example behavioral markers (adapted from Rosen et al., 2011).
Table 21.4 Overview of common scale types used for observational measures of team performance (adapted from Rosen, Salas, Wilson, et al., 2008).
Chapter 24
Table 24.1 Training strategies.
Table 24.2 Team intervention meta‐analyses published since 2008.
List of Illustrations
Chapter 02
Figure 2.1 Critical considerations of teamwork.
Chapter 04
Figure 4.1 Normative model of team effectiveness.
Figure 4.2 Team effectiveness framework (Tannenbaum, Beard, & Salas, 1992) ); KSA = knowledge, skills, and abilities.
Figure 4.3 Model of teamwork (Dickson & McIntyre, 1997).
Figure 4.4 Input–throughput–output model of team adaptation (Burke et al., 2006).
Figure 4.5 The rhythm of team task accomplishment (Marks et al., 2001); I = output, P
1…N
= process 1 to process 2.
Figure 4.6 A general model of team evolution and maturation (Morgan et al., 1993).
Figure 4.7 Adapted input–mediator–outcome model (Mathieu et al., 2008).
Figure 4.8 The “Big Five” teamwork model (Salas et al., 2005); P = process.
Figure 4.9 The conditions and processes of team performance (Salas, Stagl, Burke, & Goodwin, 2007).
Chapter 06
Figure 6.1 Network complexity.
Figure 6.2 Agent by knowledge meta‐network.
Figure 6.3 Agent by agent network with multiplex ties.
Figure 6.4 Agent by knowledge meta‐network with replacements.
Figure 6.5 Interdependence ties network.
Chapter 07
Figure 7.1 Types and amounts of three meanings of within‐unit diversity according to Harrison and Klein (2007, p. 1202). © Academy of Management and the authors; reproduced with permission.
Figure 7.2 The categorization–elaboration model of work group diversity and group performance
Figure 7.3 Multilevel conceptual model of the effects of team diversity in organizations.
Chapter 10
Figure 10.1 Input–process–output model of cross‐cultural team effectiveness.
Figure 10.2 A multilevel model of cross‐cultural team effectiveness.
Chapter 11
Figure 11.1 Input–mediator–output–input framework (Ilgen et al., 2005; Mathieu et al., 2008), emphasizing the components included in this chapter.
Chapter 12
Figure 12.1 Input–process–output model of team decision making adapted from McGrath’s (1964) model of group interaction and performance.
Chapter 13
Figure 13.1 A model framework of the effects of stress on performance.
Chapter 17
Figure 17.1 Multilevel antecedents and outcomes of team trust.
Chapter 20
Figure 20.1 A model of antecedents and outcomes of team reflexivity.
Chapter 21
Figure 21.1 Overview of the input–mediator–output framework.
Chapter 22
Figure 22.1 Overarching chapter framework summarizing research around the input–mediator–output–input model.
Chapter 24
Figure 24.1 Team development intervention model.
Guide
Cover
Table of Contents
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