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A century of work teams in the Journal of Applied Psychology.
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Work groups are a vital link between individuals and organizations. Systematic psychological research on the nature and effects of work groups dates back at least to the Hawthorne studies of the 1920s and 1930s. Yet little to none of this work appeared in the Journal of Applied Psychology until the 1950s when groups were treated primarily as foils against which to compare the performance of individuals. From the 1990s to the present, the volume of research and the nature of topics addressing work group/teams expanded significantly. The authors review the evolution of team research over the past century with a particular focus on that which has appeared in this journal. They chronicle the shift from a focus on individuals within teams, or on individual versus team comparisons, to a focus on the team itself and larger systems of teams. They describe the major outcomes studied within this literature, and how they relate to the nature of team tasks and structures. Further, the authors consider the roles of team members' characteristics and composition, and team dynamics in terms of processes and emergent states. They close with a call for future research that models dynamic team relationships in context and as they operate in complex systems. (PsycINFO Database Record
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“Team effectiveness outcomes are multidimensional and include performance (i.e., productivity, efficiency, and quality of the team’s work), team viability, and the impact of the team on members’ development [12, 17–19].”
From Teamwork and implementation of innovations in healthcare and human service settings: a systematic review (2024) · cites this paper as [18]
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BackgroundOn the psychological origins of tool use
Mangalam, M., Fragaszy, D. M., Wagman, J. B., Day, B. M., Kelty‐Stephen, D. G., Bongers, R. M., Stout, D., & Osiurak, F. (2022) · Neuroscience & Biobehavioral Reviews · doi:10.1016/j.neubiorev.2022.104521 · Cited by 45
Gutiérrez-Broncano, S., Rubio‐Andrés, M., Estévez, P. J., & Opute, J. E. (2024) · Springer eBooks · doi:10.1007/978-3-031-70984-5_22 · Cited by 44
Conditioning team cognition: A meta-analysis
Niler, A. A., Mesmer‐Magnus, J., Larson, L., Plummer, G., DeChurch, L. A., & Contractor, N. (2020) · Organizational Psychology Review · doi:10.1177/2041386620972112 · Cited by 48
“Team external interdependence is becoming increasingly important to explore as organizations reorganize into teams (Mathieu et al., 2017) and teams of teams (Davison et al., 2012; Luciano et al., 2018; Shuffler & Carter, 2018).”
BackgroundA diary study on shared leadership, team work engagement, and goal attainment
Klasmeier, K. N., & Rowold, J. (2021) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12371 · Cited by 51
Team familiarity—Boon for routines, bane for innovation? A review and future research agenda
Muskat, B., Anand, A., Contessotto, C., Tan, A. H. T., & Park, G. (2022) · Human Resource Management Review · doi:10.1016/j.hrmr.2021.100892 · Cited by 40
Ahmed, T., Yang, C., Hongjuan, Y., & Mahmood, S. (2022) · Psychology Research and Behavior Management · doi:10.2147/prbm.s357083 · Cited by 42
“Empowering leadership needs employees in facts sharing and exploration for the data.(24,25) We can say that empowering leadership means assigning employees additional autonomy.”
BackgroundDealing with diversity in workgroups: Preventing problems and promoting potential
Homan, A. C. (2019) · Social and Personality Psychology Compass · doi:10.1111/spc3.12465 · Cited by 48
Franken, J. C. M., van Dun, D. H., & Wilderom, C. P. M. (2021) · International Journal of Operations & Production Management · doi:10.1108/ijopm-09-2020-0666 · Cited by 49
Gagné, M., Morin, A. J. S., Schabram, K., Wang, Z. N., Chemolli, E., & Briand, M. (2020) · Journal of Business and Psychology · doi:10.1007/s10869-019-09649-4 · Cited by 41
Enhancing teamwork in the hospitality industry: The importance of empathy
Jung, H. “., Lee, S., & Lim, S. (2023) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2023.103557 · Cited by 53
Carter, D. R., Cullen, K. L., Jones, J. M., Gerbasi, A., Chrobot‐Mason, D., & Nae, E. Y. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.101378 · Cited by 50
“…DeRue & Ashford, 2010) has become increasingly relevant as organizations have embraced flatter decentralized and team-based work structures (Mathieu et al., 2017) where informal leaders and leadership processes often operate alongside or in the absence of formal leaders (Zaccaro, Heinen,…”
BackgroundConceptualizing the distinctiveness of team coaching
Jones, R. J., Napiersky, U., & Lyubovnikova, J. (2019) · Journal of Managerial Psychology · doi:10.1108/jmp-07-2018-0326 · Cited by 50
Team Membership Change “Events”: A Review and Reconceptualization
Trainer, H. M., Jones, J. M., Pendergraft, J. G., Maupin, C. K., & Carter, D. R. (2020) · Group & Organization Management · doi:10.1177/1059601120910848 · Cited by 37
“…or turnover intentions, group or team composition or diversity, group or team dynamics/processes, group or team structure Research on team effectiveness has traditionally depicted teams as stable entities that maintain static team memberships across time (see Mathieu et al., 2017, for a review).”
BackgroundMcGuier, E. A., Kolko, D. J., Stadnick, N. A., Brookman-Frazee, L., Wolk, C. B., Yuan, C. T., Burke, C. S., & Aarons, G. A. (2023) · Implementation Research and Practice · doi:10.1177/26334895231190855 · Cited by 34
“…task characteristics (e.g., complexity and scope of work), location in time and space (e.g., synchronous vs. asynchronous and virtual vs. in-person), and differentiation of skills and authority within the team (Hollenbeck et al., 2012; Kozlowski & Bell, 2003; Mathieu et al., 2017, 2019).”
BackgroundThe journey of team learning since “The Fifth Discipline”
Rebelo, T., Lourenço, P. R., & Dimas, I. D. (2019) · The Learning Organization · doi:10.1108/tlo-10-2019-0144 · Cited by 43
Metadata
- Authors
- Mathieu, J. E., Hollenbeck, J. R., van Knippenberg, D., & Ilgen, D. R.
- Affiliations
- University of Connecticut (US)
- Michigan State University (US)
- Venue
- Journal of Applied Psychology
- Published
- 2017
- Volume
- 102
- Issue
- 3
- Pages
- 452-467
- ISSN
- 0021-9010 (ISSN-L)
- 1939-1854
- OpenAlex
- W2584772404
- Cited by
- 593
- References
- 177
- Citations by year
- 2026: 76 · 2025: 75 · 2024: 81 · 2023: 72 · 2022: 63 · 2021: 75 · 2020: 51 · 2019: 44 · 2018: 45 · 2017: 9
- FWCI
- 58.32
- Type
- journal article
- Language
- en
- Open access
- green
- pure.eur.nl
- Licence
- other-oa
- Locations
- Journal of Applied Psychology (publishedVersion)
- PubMed (publishedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (submittedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (submittedVersion, other-oa)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Psychology › Experimental and Cognitive Psychology › Psychology Research and Bibliometrics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management Theory and Practice
- Keywords
- work teams, Hawthorne studies, team performance, team composition, team member characteristics, team dynamics, team system, complex systems, emergent states
- MeSH terms
- Group Processes, Humans, Psychology, Applied, Work, History, 20th Century, History, 21st Century
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