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Journal ArticleDOI

A Temporally Based Framework and Taxonomy of Team Processes

TL;DR: This article defines team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork.
Abstract: In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing. a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.
Citations
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Journal ArticleDOI
TL;DR: In this article, the authors investigated contextual organizational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability at a business-unit level, and found that a context characterized by a combination of stretch, discipline, support, and trust facilitates contextual ambidextrousness.
Abstract: We investigated contextual organizational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability at a business-unit level. Building on the leadership and organization context literatures, we argue that a context characterized by a combination of stretch, discipline, support, and trust facilitates contextual ambidexterity. Further, ambidexterity mediates the relationship between these contextual features and performance. Data collected from 4,195 individuals in 41 business units supported our hypotheses. A recurring theme in a variety of organizational literatures is that successful organizations in a dynamic environment are ambidextrous—aligned and efficient in their management of today’s business demands, while also adaptive enough to changes in the environment that they will still be around tomorrow (Duncan, 1976; Tushman & O’Reilly, 1996). The simple idea behind the value of ambidexterity is that the demands on an organization in its task environment are always to some degree in conflict (for instance, investment in current versus future projects, differentiation versus low-cost production), so there are always trade-offs to be made. Although these trade-offs can never entirely be eliminated, the most successful organizations reconcile them to a large degree, and in so doing enhance their long-term competitiveness. Authors have typically viewed ambidexterity in structural terms. According to Duncan (1976), who first used the term, organizations manage trade-offs between conflicting demands by putting in place “dual structures,” so that certain business units—or groups within business units—focus on alignment, while others focus on adaptation (Duncan, 1976).

3,009 citations

Journal ArticleDOI
TL;DR: In this paper, the authors developed a framework for understanding knowledge sharing research and identified five areas of emphasis of knowledge sharing: organizational context, interpersonal and team characteristics, cultural characteristics, individual characteristics, and motivational factors.

2,315 citations

Journal ArticleDOI
TL;DR: There is a solid foundation for concluding that there is an emerging science of team effectiveness and that findings from this research foundation provide several means to improve team effectiveness.
Abstract: Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups to explore, achieve, and conquer. Yet, the modern concept of work in large organizations that developed in the late 19th and early 20th centuries is largely a tale of work as a collection of individual jobs. A variety of global forces unfolding over the last two decades, however, has pushed organizations worldwide to restructure work around teams, to enable more rapid, flexible, and adaptive responses to the unexpected. This shift in the structure of work has made team effectiveness a salient organizational concern.Teams touch our lives everyday and their effectiveness is important to well-being across a wide range of societal functions. There is over 50 years of psychological research—literally thousands of studies—fo...

2,069 citations


Cites background or methods from "A Temporally Based Framework and Ta..."

  • ...…in a proximal task- or social context that teams in part enact while also being embedded in a larger organization system or environmental context (Arrow et al., 2000; Ilgen et al., 2005; Kozlowski & Bell, 2003; Kozlowski et al., 1999; Kozlowski, Gully, McHugh et al., 1996;Marks et al., 2001)....

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  • ...Allport (1954) described this reciprocal nature of process and structure in terms of ‘‘ongoings,’’ Katz and Kahn (1966) in terms of ‘‘role exchanges,’’ Kozlowski and Klein (2000) in terms of ‘‘emergent phenomena,’’ and Marks et al. (2001) in terms of ‘‘emergent states.’’...

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  • ...Similarly, Marks et al. (2001) suggest creating team rules and norms regarding the nature and timing of conflict, and Tjosvold (1985) suggests developing norms for cooperative versus competitive approaches to conflict resolution (Tjosvold, 1985)....

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  • ...Although team processes are by definition dynamic, they are most typically addressed in static terms—as constructs that emerge over time (i.e., emergent states) as team members interact and the team develops (Kozlowski et al., 1999; Marks et al., 2001)....

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  • ...A Dynamic View of Team Processes and Effectiveness We adopt a more contemporary perspective that has evolved over the last decade, which conceptualizes the team as embedded in a multilevel system that has individual, team, and organizationallevel aspects; which focuses centrally on task-relevant processes; which incorporates temporal dynamics encompassing episodic tasks and developmental progression; and which views team processes and effectiveness as emergent phenomena unfolding in a proximal task- or social context that teams in part enact while also being embedded in a larger organization system or environmental context (Arrow et al., 2000; Ilgen et al., 2005; Kozlowski & Bell, 2003; Kozlowski et al., 1999; Kozlowski, Gully, McHugh et al., 1996;Marks et al., 2001)....

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Journal ArticleDOI
TL;DR: In this paper, the authors review team research that has been conducted over the past 10 years and discuss the nature of work teams in context and note the substantive differences underlying different types of teams.

1,985 citations


Cites background or methods from "A Temporally Based Framework and Ta..."

  • ...Numerous authors have also emphasized that time plays a critical role in team functioning that is not adequately depicted in typical unidirectional I→P→O frameworks (Ancona & Chong, 1999; Marks et al., 2001; McGrath, 1991)....

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  • ...A recent meta-analysis by LePine and colleagues (in press) found support for the implicit hierarchical arrangement of team processes advanced by Marks et al. (2001)....

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  • ...We urge future researchers to link their outcomes to either the developmental stage (Kozlowski et al., 1999) or episodic (Marks et al., 2001) models of group development....

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  • ...Although the work of Marks et al. (2001) provides a convenient taxonomy, not all team processes fall neatly into one of the three higher order dimensions....

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  • ...Building upon this foundation, Marks et al. (2001) developed a taxonomy of processes that included three superordinate categories: transition, action, and interpersonal....

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Journal ArticleDOI
TL;DR: This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time, although many studies reviewed were conducted in other settings, including the laboratory.
Abstract: This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time, although many studies reviewed were conducted in other settings, including the laboratory. Research was organized around a two-dimensional system based on time and the nature of explanatory mechanisms that mediated between team inputs and outcomes. These mechanisms were affective, behavioral, cognitive, or some combination of the three. Recent theoretical and methodological work is discussed that has advanced our understanding of teams as complex, multilevel systems that function over time, tasks, and contexts. The state of both the empirical and theoretical work is compared as to its impact on present knowledge and future directions.

1,879 citations


Cites background from "A Temporally Based Framework and Ta..."

  • ...…jundtdus@msu.edu Key Words teamwork, workgroup, groups, coordination, cooperation ■ Abstract This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time, although many studies reviewed were conducted in other settings,…...

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  • ...Although other team models have eschewed the notion of teams progressing predictably through stages, they also have dealt theoretically with finishing processes, referring to the phase as completion (Gersick 1988), transition (Marks et al. 2001), and metamorphosis (Arrow et al. 2000)....

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  • ...Theories directed at teams/small groups in general (Arrow et al. 2000), adaptive teams (Kozlowski et al. 1999), team process (Marks et al. 2001), or focused on issues of training (Cannon-Bowers & Salas 1998, DeShon et al. 2004), provide excellent frameworks for addressing team behavior....

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  • ...It has also led to a proliferation of processes that often are not very well articulated, as Marks et al. (2001) noticed in their review of team process where the differentiation between team process and resulting states of these processes (emergent states) were often blurred....

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  • ...Marks et al. (2001) developed a temporally based framework and taxonomy of team processes and correctly noted that many constructs presented by researchers trying to invoke the I-P-O model as process are not really process at all, but emergent cognitive or affective states....

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References
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Book
01 Jan 1969
TL;DR: In this article, the authors focus on the relationship between the research problems and the design of the research, and emphasize the fundamentals of understanding how to solve a scientific research problem, focusing upon the relationships between the problems and their solutions.
Abstract: First published in 1964, this text has set the standard for other texts in the field of behavioral research methodology. It emphasises the fundamentals of understanding how to solve a scientific research problem, focusing upon the relationship between the research problems and the design of the research. This edition has more examples from psychology, sociology, and education than the previous edition and places a greater emphasis on multivariate approaches and methods.

8,931 citations


"A Temporally Based Framework and Ta..." refers background in this paper

  • ...A trait is "a relatively enduring characteristic" (Kerlinger, 1986: 453) that has an air of permanency, whereas states are more fluid and more easily influenced by context....

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Journal ArticleDOI
TL;DR: An up-to-date handbook on conceptual and methodological issues relevant to the study of industrial and organizational behavior is presented in this paper, which covers substantive issues at both the individual and organizational level in both theoretical and practical terms.
Abstract: An up-to-date handbook on conceptual and methodological issues relevant to the study of industrial and organizational behavior. Chapters contributed by leading experts from the academic and business communities cover substantive issues at both the individual and organizational level, in both theoretical and practical terms.

7,809 citations

Journal ArticleDOI
TL;DR: This article reviewed the book "A Theory of Goal Setting and Task Performance" by Edwin A. Locke and Gary P. Latham and found it to be a good introduction to goal setting and task performance.
Abstract: The article reviews the book “A Theory of Goal Setting and Task Performance,” by Edwin A. Locke and Gary P. Latham.

5,435 citations

01 Jan 2014
TL;DR: The stages identified in these articles are separated into those descriptive of social or interpersonal group activities a: therapy-group studies, T-groups studies, and natural- and laboratory- group studies.

4,468 citations


"A Temporally Based Framework and Ta..." refers background in this paper

  • ...The framework advanced here is designed to explain how time relates to team goal attainment , rather than phases of a team life cycle or development (e.g., Tuckman, 1965)....

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Journal ArticleDOI
TL;DR: In this article, 50 articles dealing with stages of group development over time are separated by group setting: therapy-group studies, T-Group studies, and natural and laboratory group studies.
Abstract: 50 articles dealing with stages of group development over time are separated by group setting: therapy-group studies, T-group studies, and natural- and laboratory-group studies. The stages identified in these articles are separated into those descriptive of social or interpersonal group activities a

4,052 citations