1,313
Views
17
CrossRef citations to date
0
Altmetric
Original Articles

Contextualization and Context Theorizing in Teams Research: A Look Back and a Path Forward

, , &

References

  • Aguinis, H., & Edwards, J. R. (2014). Methodological wishes for the next decade and how to make wishes come true. Journal of Management Studies, 51(1), 143–174. doi: 10.1111/joms.12058
  • Alexander Jr, C. N., & Knight, G. W. (1971). Situated identities and social psychological experimentation. Sociometry, 34(1), 65–82. doi: 10.2307/2786351
  • Ancona, D. G., & D. F. Caldwell (1992). Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37(4), 634–665. doi: 10.2307/2393475
  • Arrow, H., McGrath, J. E., & Berdahl, J. L. (2000). Small groups as complex systems: Formation, coordination, development, and adaptation. Thousand Oaks, CA: Sage.
  • Baba, M. L., Gluesing, J., Ratner, H., & Wagner, K. H. (2004). The contexts of knowing: Natural history of a globally distributed team. Journal of Organizational Behavior, 25(5), 547–587. doi: 10.1002/job.259
  • Badke-Schaub, P., Neumann, A., Lauche, K., & Mohammed, S. (2007). Mental models in design teams: A valid approach to performance in design collaboration? CoDesign, 3(1), 5–20. doi: 10.1080/15710880601170768
  • Bamberger, P. (2008). Beyond contextualization: Using context theories to narrow the micro-macro gap in management research. Academy of Management Journal, 51(5), 839–846. doi: 10.5465/AMJ.2008.34789630
  • Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., & Colbert, A. E. (2007). The moderating role of top management team interdependence: Implications for real teams and working groups. Academy of Management Journal, 50(3), 544–557. doi: 10.5465/AMJ.2007.25525781
  • Bashshur, M. R., Hernández, A., & González-Romá, V. (2011). When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support. Journal of Applied Psychology, 96(3), 558–573. doi: 10.1037/a0022675
  • Beckman, C. M., & Burton, M. D. (2008). Founding the future: Path dependence in the evolution of top management teams from founding to IPO. Organization Science, 19(1), 3–24. doi: 10.1287/orsc.1070.0311
  • Behfar, K. J., Mannix, E. A., Peterson, R. S., & Trochim, W. M. (2011). Conflict in small groups: The meaning and consequences of process conflict. Small Group Research, 42(2), 127–176. doi: 10.1177/1046496410389194
  • Bezrukova, K., Thatcher, S. M. B., Jehn, K. A., & Spell, C. S. (2012). The effects of alignments: Examining group faultlines, organizational cultures, and performance. Journal of Applied Psychology, 97(1), 77–92. doi: 10.1037/a0023684
  • Bishop, J. W., Dow Scott, K., Goldsby, M. G., & Cropanzano, R. (2005). A construct validity study of commitment and perceived support variables: A multifoci approach across different team environments. Group & Organization Management, 30(2), 153–180. doi: 10.1177/1059601103255772
  • Blau, P. M., & Duncan, O. D. (1967). The American occupational structure. New York, NY: John Wiley.
  • Bosch-Sijtsema, P. M., Fruchter, R., Vartiainen, M., & Ruohomäki, V. (2011). A framework to analyze knowledge work in distributed teams. Group & Organization Management, 36(3), 275–307. doi: 10.1177/1059601111403625
  • Bresman, H. (2010). External learning activities and team performance: A multimethod field study. Organization Science, 21(1), 81–96. doi: 10.1287/orsc.1080.0413
  • Bresman, H. (2013). Changing routines: A process model of vicarious group learning in pharmaceutical R&D. Academy of Management Journal, 56(1), 35–61. doi: 10.5465/amj.2010.0725
  • Bresman, H., & Edmondson, A. (2012). Team learning domains: A contingency model relating learning behaviors to performance in innovation teams. INSEAD Working Paper, 2012/104/OB.
  • Bresman, H., & Zellmer-Bruhn, M. (2013). The structural context of team learning: Effects of organizational and team Structure on internal and external learning. Organization Science, 24(4), 1120–1139. doi: 10.1287/orsc.1120.0783
  • ten Brummelhuis, L. L., van der Lippe, T., & Kluwer, E. S. (2010). Family involvement and helping behavior in teams. Journal of Management, 36(6), 1406–1431. doi: 10.1177/0149206309350778
  • Bunderson, J. S. (2003). Recognizing and utilizing expertise in work groups: A status characteristics perspective. Administrative Science Quarterly, 48(4), 557–591. doi: 10.2307/3556637
  • Byrne, B. M., & Campbell, T. L. (1999). Cross-cultural comparisons and the presumption of equivalent measurement and theoretical structure a look beneath the surface. Journal of Cross-Cultural Psychology, 30(5), 555–574. doi: 10.1177/0022022199030005001
  • Campbell-Bush, E. M., Liao, H., Chuang, A., & Dong, Y. (2013). Hot shots and cool reception: Social consequences of high performance at work. Academy of Management Proceedings, 1, 14310.
  • Cannella Jr, A. A., Park, J.-H., & Lee, H.-U. (2008). Top management team functional background diversity and firm performance: Examining the roles of team member colocation and environmental uncertainty. Academy of Management Journal, 51(4), 768–784.
  • Carmeli, A. (2008). Top management team behavioral integration and the performance of service organizations. Group & Organization Management, 33(6), 712–735.
  • Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217–1234. doi: 10.2307/20159921
  • Cheng, C.-Y., Chua, R. Y. J., Morris, M. W., & Lee, L. (2012). Finding the right mix: How the composition of self-managing multicultural teams’ cultural value orientation influences performance over time. Journal of Organizational Behavior, 33(3), 389–411. doi: 10.1002/job.1777
  • Chi, N.-W., Huang, Y.-M., & Lin, S.-C. (2009). A double-edged sword? Exploring the curvilinear relationship between organizational tenure diversity and team innovation: The moderating role of team-oriented HR practices. Group & Organization Management, 34(6), 698–726. doi: 10.1177/1059601109350985
  • Cho, T. S., & Hambrick, D. C. (2006). Attention as the mediator between top management team characteristics and strategic change: The case of airline deregulation. Organization Science, 17(4), 453–469. doi: 10.1287/orsc.1060.0192
  • Christie, A. M., & Barling, J. (2010). Beyond status: Relating status inequality to performance and health in teams. Journal of Applied Psychology, 95(5), 920–934. doi: 10.1037/a0019856
  • Coase, R. H. (1937). The nature of the firm. Economica, 4(16), 386–405. doi: 10.1111/j.1468-0335.1937.tb00002.x
  • Cohen, B. P., & Zhou, X. (1991). Status processes in enduring work groups. American Sociological Review, 56(2), 179–188. doi: 10.2307/2095778
  • Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290. doi: 10.1177/014920639702300303
  • Colbert, A. E., Kristof-Brown, A. L., Bradley, B. H., & Barrick, M. R. (2008). CEO transformational leadership: The role of goal importance congruence in top management teams. Academy of Management Journal, 51(1), 81–96. doi: 10.5465/AMJ.2008.30717744
  • Cole, J. R., & Cole, S. (1973). Social stratification in science. Chicago, IL: University of Chicago Press.
  • Cole, S. (1978). Scientific reward systems: A comparative analysis. Research in Sociology of Knowledge, Sciences and Art, 1, 167–190.
  • Cook, T. D., Campbell, D. T., & Day, A. (1979). Quasi-experimentation: Design & analysis issues for field settings (Vol. 351). Boston: Houghton Mifflin.
  • Cooper, W. H., & Withey, M. J. (2009). The strong situation hypothesis. Personality and Social Psychology Review, 13(1), 62–72. doi: 10.1177/1088868308329378
  • Cronin, M. A., Weingart, L. R., & Todorova, G. (2011). Dynamics in groups: Are we there yet? The Academy of Management Annals, 5(1), 571–612. doi: 10.1080/19416520.2011.590297
  • Cuervo-Cazurra, A., Caligiuri, P., Andersson, U., & Brannen, M. Y. (2013). From the editors: How to write articles that are relevant to practice. Journal of International Business Studies, 44(4), 285–289. doi: 10.1057/jibs.2013.17
  • Cummings, J. N. (2004). Work groups, structural diversity, and knowledge sharing in a global organization. Management Science, 50(3), 352–364. doi: 10.1287/mnsc.1030.0134
  • Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ: Prentice-Hall.
  • Dalton, M. (1948). The Industrial ‘Rate Buster:’ A Characterization. Human Organization, 7(1), 5–18. doi: 10.17730/humo.7.1.f461ht3145154752
  • De Dreu, C. K. W. (2006). When too little or too much hurts: Evidence for a curvilinear relationship between task conflict and innovation in teams. Journal of Management, 32(1), 83–107. doi: 10.1177/0149206305277795
  • De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741–749. doi: 10.1037/0021-9010.88.4.741
  • De Jong, A., De Ruyter, K., & Wetzels, M. (2005). Antecedents and consequences of group potency: A study of self-managing service teams. Management Science, 51(11), 1610–1625. doi: 10.1287/mnsc.1050.0425
  • De Wit, F. R. C., Greer, L. L., & Jehn, K. A. (2012). The paradox of intragroup conflict: A meta-analysis. Journal of Applied Psychology, 97(2), 360–390. doi: 10.1037/a0024844
  • DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. doi: 10.2307/2095101
  • Earley, C. P., & Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43(1), 26–49. doi: 10.2307/1556384
  • Edwards, B. D., Day, E. A., Arthur Jr, W., & Bell, S. T. (2006). Relationships among team ability composition, team mental models, and team performance. Journal of Applied Psychology, 91(3), 727–736. doi: 10.1037/0021-9010.91.3.727
  • Ellis, A. P. J. (2006). System breakdown: The role of mental models and transactive memory in the relationship between acute stress and team performance. Academy of Management Journal, 49(3), 576–589. doi: 10.5465/AMJ.2006.21794674
  • Espinosa, J. A., Slaughter, S. A., Kraut, R. E., & Herbsleb, J. D. (2007). Familiarity, complexity, and team performance in geographically distributed software development. Organization Science, 18(4), 613–630. doi: 10.1287/orsc.1070.0297
  • Faraj, S., & Yan, A. (2009). Boundary work in knowledge teams. Journal of Applied Psychology, 94(3), 604–617. doi: 10.1037/a0014367
  • Felin, T., Foss, N. J., & Ployhart, R. E. (2015). The microfoundations movement in strategy and organization theory. Academy of Management Annals, 9(1), 575–632. doi: 10.1080/19416520.2015.1007651
  • Forehand, G. A., & von Haller, G. (1964). Environmental variation in studies of organizational behavior. Psychological Bulletin, 62(6), 361–382. doi: 10.1037/h0045960
  • Gardner, H. K. (2012). Performance pressure as a double-edged sword: Enhancing team motivation but undermining the use of team knowledge. Administrative Science Quarterly, 57(1), 1–46. doi: 10.1177/0001839212446454
  • Gelfand, M. J., Erez, M., & Aycan, Z. (2007). Cross-cultural organizational behavior. Annual Review of Psychology, 58, 479–514. doi: 10.1146/annurev.psych.58.110405.085559
  • Gibson, C. B., & Gibbs, J. L. (2006). Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation. Administrative Science Quarterly, 51(3), 451–495.
  • Gibson, C. B., & Zellmer-Bruhn, M. E. (2001). Metaphors and meaning: An intercultural analysis of the concept of teamwork. Administrative Science Quarterly, 46(2), 274–303. doi: 10.2307/2667088
  • Gilson, L. L., Mathieu, J. E., Shalley, C. E., & Ruddy, T. M. (2005). Creativity and standardization: Complementary or conflicting drivers of team effectiveness? Academy of Management Journal, 48(3), 521–531. doi: 10.5465/AMJ.2005.17407916
  • Goode, W. J. (1978). The celebration of heroes: Prestige as a social control system. Berkeley: University of California Press.
  • Green, J. R., & Stokey, N. L. (1983). A comparison of tournaments and contracts. The Journal of Political Economy, 91(3), 349–364. doi: 10.1086/261153
  • Haas, M. R. (2006). Knowledge gathering, team capabilities, and project performance in challenging work environments. Management Science, 52(8), 1170–1184. doi: 10.1287/mnsc.1060.0530
  • Haas, M. R. (2010). The double-edged swords of autonomy and external knowledge: Analyzing team effectiveness in a multinational organization. Academy of Management Journal, 53(5), 989–1008. doi: 10.5465/AMJ.2010.54533180
  • Hackman, J. R. (1999). Thinking differently about context. In R. Wageman (Ed.), Research in Managing Groups and Teams (Vol. 2, pp. 233–247). Stamford, CT: JAI Press.
  • Hackman, J. R. (2003). Learning more by crossing levels: Evidence from airplanes, hospitals, and orchestras. Journal of Organizational Behavior, 24(8), 905–922. doi: 10.1002/job.226
  • Hackman, J. R. (2012). From causes to conditions in group research. Journal of Organizational Behavior, 33(3), 428–444. doi: 10.1002/job.1774
  • Hamilton, B. H., Nickerson, J. A., & Owan, H. (2003). Team incentives and worker heterogeneity: An empirical analysis of the impact of teams on productivity and participation. Journal of Political Economy, 111(3), 465–497. doi: 10.1086/374182
  • Hardin, A. M., Fuller, M. A., & Davison, R. M. (2007). I know I can, but can we? Culture and efficacy beliefs in global virtual teams. Small Group Research, 38(1), 130–155. doi: 10.1177/1046496406297041
  • Harrison, D. A., & Klein, K. J. (2007). What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32(4), 1199–1228. doi: 10.5465/AMR.2007.26586096
  • Hempel, P. S., Zhang, Z.-X., & Han, Y. (2012). Team empowerment and the organizational context: Decentralization and the contrasting effects of formalization. Journal of Management, 38(2), 475–501. doi: 10.1177/0149206309342891
  • Hinds, P. J., & Bailey, D. E. (2003). Out of sight, out of sync: Understanding conflict in distributed teams. Organization Science, 14(6), 615–632. doi: 10.1287/orsc.14.6.615.24872
  • Hinds, P. J., & Mortensen, M. (2005). Understanding conflict in geographically distributed teams: The moderating effects of shared identity, shared context, and spontaneous communication. Organization Science, 16(3), 290–307. doi: 10.1287/orsc.1050.0122
  • Hoegl, M., Weinkauf, K., & Gemuenden, H. G. (2004). Interteam coordination, project commitment, and teamwork in multiteam R&D projects: A longitudinal study. Organization Science, 15(1), 38–55. doi: 10.1287/orsc.1030.0053
  • Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management Journal, 54(4), 779–796. doi: 10.5465/AMJ.2011.64870139
  • Hollenbeck, J. R., Beersma, B., & Schouten, M. E. (2012). Beyond team types and taxonomies: A dimensional scaling conceptualization for team description. Academy of Management Review, 37(1), 82–106.
  • Howell, J. M., & Shea, C. M. (2006). Effects of champion behavior, team potency, and external communication activities on predicting team performance. Group & Organization Management, 31(2), 180–211. doi: 10.1177/1059601104273067
  • Hui, C. H., & Triandis, H. C. (1985). Measurement in cross-cultural psychology a review and comparison of strategies. Journal of Cross-Cultural Psychology, 16(2), 131–152. doi: 10.1177/0022002185016002001
  • Humphrey, S. E., Mannor, M. J., & Morgeson, F. P. (2009). Developing a theory of the strategic core of teams: A role composition model of team performance. Journal of Applied Psychology, 94(1), 48–61. doi: 10.1037/a0012997
  • Ilgen, D. R., Hollenbeck, J. R., Johnson, M., & Jundt, D. (2005). Teams in organizations: From input-process-output models to IMOI models. Annual Review of Psychology, 56, 517–543. doi: 10.1146/annurev.psych.56.091103.070250
  • Jackson, S. E., & Joshi, A. (2004). Diversity in social context: A multi-attribute, multilevel analysis of team diversity and sales performance. Journal of Organizational Behavior, 25(6), 675–702. doi: 10.1002/job.265
  • Jehn, K. A., & Bezrukova, K. (2004). A field study of group diversity, workgroup context, and performance. Journal of Organizational Behavior, 25(6), 703–729. doi: 10.1002/job.257
  • Jensen, J. M., Patel, P. C., & Raver, J. L. (2014). Is it better to be average? High and low performance as predictors of employee victimization. Journal of Applied Psychology, 99, 296–309. doi: 10.1037/a0034822
  • Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31(2), 386–408. doi: 10.5465/AMR.2006.20208687
  • Joshi, A., Lazarova, M. B., & Liao, H. (2009). Getting everyone on board: The role of inspirational leadership in geographically dispersed teams. Organization Science, 20(1), 240–252. doi: 10.1287/orsc.1080.0383
  • Joshi, A., & Roh, H. (2009). The role of context in work team diversity research: A meta-analytic review. Academy of Management Journal, 52(3), 599–627. doi: 10.5465/AMJ.2009.41331491
  • Journal of Organizational Behavior. (2015). Author guidelines. Retrieved from http://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1099-1379/homepage/ForAuthors.html#Regular
  • Kahai, S. S., Huang, R., & Jestice, R. J. (2012). Interaction effect of leadership and communication media on feedback positivity in virtual teams. Group & Organization Management, 37(6), 716–751. doi: 10.1177/1059601112462061
  • Katz, D., & Kahn, R. L. (1978). The social psychology of organizations (2nd ed.). New York, NY: Wiley.
  • Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of research and development project team performance. Journal of Applied Psychology, 91(1), 202–210. doi: 10.1037/0021-9010.91.1.202
  • Kennedy, F. A., Loughry, M. L., Klammer, T. P., & Beyerlein, M. M. (2009). Effects of organizational support on potency in work teams: The mediating role of team processes. Small Group Research, 40(1), 72–93. doi: 10.1177/1046496408326744
  • Kirkman, B. L., Lowe, K. B., & Gibson, C. B. (2006). A quarter century of “culture’s consequences”: A review of empirical research incorporating Hofstede’s cultural values framework. Journal of International Business Studies, 37(3), 285–320. doi: 10.1057/palgrave.jibs.8400202
  • Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2004). The impact of team empowerment on virtual team performance: The moderating role of face-to-face interaction. Academy of Management Journal, 47(2), 175–192. doi: 10.2307/20159571
  • Kirkman, B. L., Rosen, B., Tesluk, P. E., & Gibson, C. B. (2006). Enhancing the transfer of computer-assisted training proficiency in geographically distributed teams. Journal of Applied Psychology, 91(3), 706–716. doi: 10.1037/0021-9010.91.3.706
  • Kirkman, B. L., & Shapiro, D. L. (1997). The impact of cultural values on employee resistance to teams: Toward a model of globalized self-managing work team effectiveness. Academy of Management Review, 22(3), 730–757.
  • Klein, K. J., Dansereau, F., & Hall, R. J. (1994). Levels issues in theory development, data collection, and analysis. Academy of Management Review, 19(2), 195–229.
  • Klein, K. J., Knight, A. P., Ziegert, J. C., Lim, B. C., & Saltz, J. L. (2011). When team members’ values differ: The moderating role of team leadership. Organizational Behavior & Human Decision Processes, 114(1), 25–36. doi: 10.1016/j.obhdp.2010.08.004
  • Köhler, T., Cramton, C. D., & Hinds, P. J. (2012). The meeting genre across cultures: Insights from three German–American collaborations. Small Group Research, 43(2), 159–185. doi: 10.1177/1046496411429600
  • Kouchaki, M., Okhuysen, G. A., Waller, M. J., & Tajeddin, G. (2012). The treatment of the relationship between groups and their environments: A review and critical examination of common assumptions in research. Group & Organization Management, 37(2), 171–203. doi: 10.1177/1059601112443850
  • Kozlowski, S. W., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. In K. J. Klein, & S. W. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 3–90). San Francisco, CA: Jossey-Bass.
  • Kozlowski, S. W. J., & Bell, B. S. (2003). Work groups and teams in organizations. Handbook of Psychology. Two: 14:333–375.
  • Kuipers, B. S., Higgs, M. J., Tolkacheva, N. V., & de Witte, M. C. (2009). The influence of Myers-Briggs type indicator profiles on team development processes: An empirical study in the manufacturing industry. Small Group Research, 40(4), 436–464. doi: 10.1177/1046496409333938
  • Langfred, C. W. (2007). The downside of self-management: A longitudinal study of the effects of conflict on trust, autonomy, and task interdependence in self-managing teams. Academy of Management Journal, 50(4), 885–900. doi: 10.5465/AMJ.2007.26279196
  • Lazear, E. P., & Rosen, S. (1981). Rank-order tournaments as optimum labor contracts. Journal of Political Economy,, 89, 841–864. doi: 10.1086/261010
  • Lazear, E. P., & Shaw, K. L. (2007). Personnel economics: The economist’s view of human resources (No. w13653). National Bureau of Economic Research.
  • Levine, J. M., & Moreland, R. L. (1990). Progress in small group research. Annual Review of Psychology, 41(1), 585–634. doi: 10.1146/annurev.ps.41.020190.003101
  • Li, J., & Hambrick, D. C. (2005). Factional groups: A new vantage on demographic faultlines, conflict, and disintegration in work teams. Academy of Management Journal, 48(5), 794–813. doi: 10.5465/AMJ.2005.18803923
  • Linton, R. (1936). The study of man: An introduction. New York, NY: D. Appleton-Century.
  • Marks, M. A., Zaccaro, S. J., & Mathieu, J. E. (2000). Performance implications of leader briefings and team-interaction training for team adaptation to novel environments. Journal of Applied Psychology, 85(6), 971–986. doi: 10.1037/0021-9010.85.6.971
  • Marrone, J. A. (2010). Team boundary spanning: A multilevel review of past research and proposals for the future. Journal of Management, 36(4), 911–940. doi: 10.1177/0149206309353945
  • Mathieu, J. E., Gilson, L. L., & Ruddy, T. M. (2006). Empowerment and team effectiveness: An empirical test of an integrated model. Journal of Applied Psychology, 91(1), 97–108. doi: 10.1037/0021-9010.91.1.97
  • Mathieu, J. E., Maynard, M. T., Rapp, T., & Gilson, L. (2008). Team effectiveness 1997–2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34(3), 410–476. doi: 10.1177/0149206308316061
  • Mathieu, J. E., Maynard, M. T., Taylor, S. R., Gilson, L. L., & Ruddy, T. M. (2007). An examination of the effects of organizational district and team contexts on team processes and performance: A meso-mediational model. Journal of Organizational Behavior, 28(7), 891–910. doi: 10.1002/job.480
  • Mathieu, J. E., Rapp, T. L., Maynard, M. T., & Mangos, P. M. (2009). Interactive effects of team and task shared mental models as related to air traffic controllers’ collective efficacy and effectiveness. Human Performance, 23(1), 22–40. doi: 10.1080/08959280903400150
  • Mayo, E. (1949). Hawthorne and the Western Electric Company. Englewood Cliffs, NJ: Routledge.
  • McGrath, J. E. (1984). Groups: Interaction and performance (Vol. 14). Englewood Cliffs, NJ: Prentice-Hall Englewood Cliffs.
  • Merton, R. K. (1968). The Matthew effect in science: The reward and communication systems of science are considered. Science, 159(3810), 56–63. doi: 10.1126/science.159.3810.56
  • Merton, R. K. (1988). The Matthew Effect in Science, II: Cumulative advantage and the symbolism of intellectual property. ISIS, 79(4), 606–623. doi: 10.1086/354848
  • Metiu, A. (2006). Owning the code: Status closure in distributed groups. Organization Science, 17(4), 418–435. doi: 10.1287/orsc.1060.0195
  • Meyer, R. D., & Dalal, R. S. (2009). Situational strength as a means of conceptualizing context. Industrial and Organizational Psychology, 2(1), 99–102. doi: 10.1111/j.1754-9434.2008.01114.x
  • Mischel, W. (1977). The interaction of person and situation. In D. Magnusson & N.S. Endler (Eds.), Personality at the crossroads: Current issues in interactional psychology (pp. 333–352). Hillsdale, NJ: Erlbaum.
  • Mohammed, S., Ferzandi, L., & Hamilton, K. (2010). Metaphor no more: A 15-year review of the team mental model construct. Journal of Management, 36(4), 876–910. doi: 10.1177/0149206309356804
  • Molloy, J. C., Ployhart, R. E., & Wright, P. M. (2011). The myth of “the” micro–macro divide: Bridging system-level and disciplinary divides. Journal of Management, 37(2), 581–609. doi: 10.1177/0149206310365000
  • Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5–39. doi: 10.1177/0149206309347376
  • Mowday, R. T., & Sutton, R. I. (1993). Organizational behavior: Linking individuals and groups to organizational contexts. Annual Review of Psychology, 44(1), 195–229. doi: 10.1146/annurev.ps.44.020193.001211
  • Nalebuff, B. J., & Stiglitz, J. E. (1983). Prizes and incentives: Towards a general theory of compensation and competition. The Bell Journal of Economics, 14, 21–43. doi: 10.2307/3003535
  • National Research Council. (2015). Enhancing the effectiveness of team science. Washington, DC: The National Academies Press.
  • Nielsen, T. M., Bachrach, D. G., Sundstrom, E., & Halfhill, T. R. (2012). Utility of OCB: Organizational citizenship behavior and group performance in a resource allocation framework. Journal of Management, 38(2), 668–694. doi: 10.1177/0149206309356326
  • O'Leary, M. B., & Mortensen, M. (2010). Go (con)figure: Subgroups, imbalance, and isolates in geographically dispersed teams. Organization Science, 21(1), 115–131. doi: 10.1287/orsc.1090.0434
  • O'Leary, M. B., Mortensen, M., & Woolley, A. W. (2011). Multiple team membership: A theoretical model of its effects on productivity and learning for individuals and teams. Academy of Management Review, 36(3), 461–478.
  • Perlow, L. A., Gittell, J. H., & Katz, N. (2004). Contextualizing patterns of work group interaction: Toward a nested theory of structuration. Organization Science, 15(5), 520–536. doi: 10.1287/orsc.1040.0097
  • Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York, NY: Harper & Row.
  • Raver, J. L., & Gelfand, M. J. (2005). Beyond the individual victim: Linking sexual harassment, team processes, and team performance. Academy of Management Journal, 48(3), 387–400. doi: 10.5465/AMJ.2005.17407904
  • Rousseau, D. M. (1985). Issues of level in organizational research: Multi-level and cross-level perspectives. Research in Organizational Behavior, 7(1), 1–37.
  • Rousseau, D. M., & Fried, Y. (2001). Location, location, location: Contextualizing organizational research. Journal of Organizational Behavior, 22(1), 1–13. doi: 10.1002/job.78
  • Sarsons, H. (2015, August 9). Gender differences in recognition for group work (Harvard University Working Paper).
  • Savelsbergh, C. M. J. H., van der Heijden, B. I. J. M., & Poell, R. F. (2009). The development and empirical validation of a multidimensional measurement instrument for team learning behaviors. Small Group Research, 40(5), 578–607. doi: 10.1177/1046496409340055
  • Schein, E. H. (1990). Organizational culture (Vol. 45), Washington, DC: American Psychological Association.
  • Scott, W. R. (1995). Institutions and organizations (Vol. 2). Thousand Oaks, CA: Sage.
  • Selznick, P. (1957). Leadership in administration: A sociological interpretation. Evanston, Ill: Row, Peterson.
  • Shaver, J. M. (2008). Organizational significance. Strategic Organization, 6(2), 185–193. doi: 10.1177/1476127008090009
  • Simon, H. A. (1965). Administrative behavior (Vol. 4). New York, NY: Cambridge University Press.
  • Singleton Jr, R. A., & Straits, B. C. (1999). Approaches to social research (Vol. 3). New York, NY: Oxford University Press.
  • Stein, M., & Pinto, J. (2011). The dark side of groups: A “gang at work” in Enron. Group & Organization Management, 36(6), 692–721. doi: 10.1177/1059601111423533
  • Stephan, P. (2010). The economics of science. In B. Hall & N. Rosenberg (Eds.), Handbook of the economics of innovation (Vol. 1, pp. 218–273). Amsterdam, NL: Elsevier.
  • Stewart, G. L. (2010). The past twenty years: Teams research is alive and well at the journal of management. Journal of Management, 36(4), 801–805. doi: 10.1177/0149206310371512
  • Stewart, G. L., Courtright, S. H., & Barrick, M. R. (2012). Peer-based control in self-managing teams: Linking rational and normative influence with individual and group performance. Journal of Applied Psychology, 97(2), 435–447. doi: 10.1037/a0025303
  • Stout, R. J., Cannon-Bowers, J. A., Salas, E., & Milanovich, D. M. (1999). Planning, shared mental models, and coordinated performance: An empirical link is established. Human Factors: The Journal of the Human Factors and Ergonomics Society, 41(1), 61–71. doi: 10.1518/001872099779577273
  • Sung, S. Y., & Choi, J. N. (2012). Effects of team knowledge management on the creativity and financial performance of organizational teams. Organizational Behavior & Human Decision Processes, 118(1), 4–13. doi: 10.1016/j.obhdp.2012.01.001
  • Thatcher, S. M. B., & Patel, P. C. (2012). Group faultlines: A review, integration, and guide to future research. Journal of Management, 38(4), 969–1009. doi: 10.1177/0149206311426187
  • United States Census Bureau. (2015). North American industry classification system. Retrieved from http://www.census.gov/eos/www/naics/
  • Waller, M. J., Gupta, N., & Giambatista, R. C. (2004). Effects of adaptive behaviors and shared mental models on control crew performance. Management Science, 50(11), 1534–1544. doi: 10.1287/mnsc.1040.0210
  • Wamsley, G. L., & Zald, M. N. (1973). The political economy of public organizations. Public Administration Review, 33(1), 62–73. doi: 10.2307/974786
  • Weber, M. (1978). Economy and society: An outline of interpretive sociology. Berkeley: University of California Press.
  • Weingart, L. R., Behfar, K. J., Bendersky, C., Todorova, G., & Jehn, K. A. (2015). The directness and oppositional intensity of conflict expression. Academy of Management Review, 40(2), 235–262. doi: 10.5465/amr.2013.0124
  • Wheelan, S. A. (2009). Group size, group development, and group productivity. Small Group Research, 40(2), 247–262. doi: 10.1177/1046496408328703
  • Wildman, J. L., Shuffler, M. L., Lazzara, E. H., Fiore, S. M., Burke, C. S., Salas, E., & Garven, S. (2012). Trust development in swift starting action teams: A multilevel framework. Group & Organization Management, 37(2), 137–170. doi: 10.1177/1059601111434202
  • Williamson, O. E. (1975). Markets and hierarchies (pp. 26–30). New York, NY: MacMillan.
  • Wittenbaum, G. M., Hollingshead, A. B., Paulus, P. B., Hirokawa, R. Y., Ancona, D. G., Peterson, R. S., … Yoon, K. (2004). The functional perspective as a lens for understanding groups. Small Group Research, 35(1), 17–43. doi: 10.1177/1046496403259459
  • Wong, S.-S. (2004). Distal and local group learning: Performance trade-offs and tensions. Organization Science, 15(6), 645–656. doi: 10.1287/orsc.1040.0080
  • Zald, M. N. (1970). Power in organizations. Nashville, TN: Vanderbilt University Press.
  • Zellmer-Bruhn, M., & Gibson, C. (2006). Multinational organization context: Implications for team learning and performance. Academy of Management Journal, 49(3), 501–518. doi: 10.5465/AMJ.2006.21794668
  • Zohar, D., & Luria, G. (2005). A multilevel model of safety climate: Cross-level relationships between organization and group-level climates. Journal of Applied Psychology, 90(4), 616–628. doi: 10.1037/0021-9010.90.4.616

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.