Journal ArticleDOI
A Review and Integration of Team Composition Models Moving Toward a Dynamic and Temporal Framework
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This article categorizes team composition models into four types and highlights theory and research associated with each one and offers an integrative framework that represents members’ attributes as simultaneously contributing variance to each of the four model types.About:
This article is published in Journal of Management.The article was published on 2014-01-01. It has received 338 citations till now. The article focuses on the topics: Team composition & Team effectiveness.read more
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Management teams: Why they succeed or fail
TL;DR: A study of teams: How it all started The Apollo Syndrome Teams Containing Similar Personalities Identifying further team roles Team Leadership The Missing Team Roles Developing an inventory Unsuccessful teams Winning teams Ideal team size Features of good members of a team Teams in Public Affairs How Belbin reports developed Case Studies in Using Belbin this article.
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The Microfoundations Movement in Strategy and Organization Theory
TL;DR: The microfoundations movement in macro management as mentioned in this paper has received increased attention in strategy and organization theory over the past decade, and the micro-foundations research has been widely studied.
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Embracing Causal Complexity: The Emergence of a Neo-Configurational Perspective
Vilmos F. Misangyi,Thomas Greckhamer,Santi Furnari,Peer C. Fiss,Donal Crilly,Ruth V. Aguilera,Ruth V. Aguilera +6 more
TL;DR: In this paper, the authors identify four foundational elements that characterize this emerging neoconfigurational perspective: 1) conceptualizing cases as set theoretic configurations; 2) calibrating cases' memberships into sets; 3) viewing causality in terms of necessity and sufficiency relations between sets; and 4) conducting counterfactual analysis of unobserved configurations.
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Enhancing the Effectiveness of Team Science
TL;DR: In this article, the authors present the Enhancing the Effectiveness of Team Science (EES) report, which synthesizes and integrates the available research to provide guidance on assembling the science team; leadership, education and professional development for science teams and groups.
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A century of work teams in the Journal of Applied Psychology.
TL;DR: The authors review the evolution of team research over the past century with a particular focus on that which has appeared in this journal, and chronicle the shift from a focus on individuals within teams, or on individual versus team comparisons, to afocus on the team itself and larger systems of teams.
References
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The Effect of Team Building on Performance: An Integration
TL;DR: In this article, meta-analytic integration of research examining the effects of team building on performance is reported, concluding that there is no significant effect of team-building on performance.
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Do Smarter Teams Do Better A Meta-Analysis of Cognitive Ability and Team Performance
TL;DR: In this article, the authors report the results of several meta-analyses examining the relationship between four operational definitions of cognitive ability within teams (i.e., highest member score, lowest member score) within teams.
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Effects of rotated leadership and peer evaluation on the functioning and effectiveness of self-managed teams: a quasi-experiment
TL;DR: In a quasi-experiment of 38 self-managed undergraduate teams, this article examined the effects of team designs that differed with respect to the form of member evaluation and team leadership.
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An Analysis of Team Evolution and Maturation
TL;DR: In this paper, the authors proposed a model called Team Evolution And Maturation (TEAM), which helps to guide consideration of the development of team performance and found that team development is characterized by the differential maturation of taskwork and teamwork skills.
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A Configural Theory of Team Processes: Accounting for the Structure of Taskwork and Teamwork
TL;DR: The authors apply social network concepts to propose a theory that articulates structural configurations of taskwork and teamwork processes in terms of closure, centralization, and subgrouping, and explain how structural configurations involve trade-offs that must be acknowledged in research and practice.