Journal ArticleDOI
What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite
Susan G. Cohen,Diane E. Bailey +1 more
TLDR
In this paper, a heuristic framework illustrating recent trends in the literature depicts team effectiveness as a function of task, group, and organization design factors, environmental factors, internal processes, external processes, and group psychosocial traits.About:
This article is published in Journal of Management.The article was published on 1997-01-01. It has received 3568 citations till now. The article focuses on the topics: Team effectiveness & Team composition.read more
Citations
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E Pluribus Unum: Diversity and Community in the Twenty‐first Century The 2006 Johan Skytte Prize Lecture
TL;DR: The authors found that in ethnically diverse neighbourhoods residents of all races tend to "hunker down" and trust (even of one's own race) is lower, altruism and community cooperation rarer, friends fewer.
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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.
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The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here?
TL;DR: In this paper, the authors systematically review and integrate empirical research that has examined the personal and contextual characteristics that enhance or stifle employee creativity in the workplace, and discuss possible determinants of employee creativity that have received little research attention.
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Why people stay: using job embeddedness to predict voluntary turnover
TL;DR: In this paper, a new construct, called job embeddedness, is introduced, which includes individuals' links to other people, teams, and groups, perceptions of their fit with job, organization, and community, and what they say they would have to sacrifice if they left their jobs.
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Enhancing the Effectiveness of Work Groups and Teams
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.
References
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Self-efficacy mechanism in human agency
TL;DR: The centrality of the self-efficacy mechanism in human agency is discussed in this paper, where the influential role of perceived collective effi- cacy in social change is analyzed, as are the social con- ditions conducive to development of collective inefficacy.
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Upper Echelons: The Organization as a Reflection of Its Top Managers
TL;DR: In this article, the authors synthesize these previously fragmented literatures around a more general "upper echelons perspective" and claim that organizational outcomes (strategic choices and performance levels) are partially predicted by managerial background characteristics.
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Development of the Job Diagnostic Survey
TL;DR: The Job Diagnostic Survey (JDS) as discussed by the authors was developed to diagnose existing jobs to determine if (and how) they might be redesigned to improve employee motivation and productivity, and to evaluate the effects of job changes on employees.
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Estimating within-group interrater reliability with and without response bias.
TL;DR: In this paper, the authors present methods for assessing agreement among the judgments made by a single group of judges on a single variable in regard to a single target, such as a manuscript, a lower-level manager, or a team.
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The people make the place
TL;DR: A framework for understanding the etiology of organizational behavior is presented in this article, which is based on theory and research from interactional psychology, vocational psychology, I/O psychology, and organizational theory.