Purpose Team cognition is known to be an important predictor of team process and performance. DeChurch and Mesmer-Magnus (2010) reported the results of an extensive meta-analytic examination into the role of team cognition in team process and performance, and documented the unique contribution of team cognition to these outcomes while controlling for the motivational dynamics of the team. Research on team cognition has exploded since the publication of DeChurch and Mesmer-Magnus’ meta-analysis, which raises the question: to what extent do the effect sizes reported in their 2010 meta-analysis still hold with the inclusion of newly published research? The paper aims to discuss this issue. Design/methodology/approach The authors updated DeChurch and Mesmer-Magnus’ meta-analytic database with newly published studies, nearly doubling its size, and reran their original analyses examining the role of team cognition in team process and performance. Findings Overall, results show consistent effects for team cognition in team process and performance. However, whereas originally compilational cognition was more strongly related to both team process and team performance than was compositional cognition, in the updated database, compilational cognition is more strongly related to team process and compositional cognition is more strongly related to team performance. Originality/value Meta-analyses are only as generalizable as the databases they are comprised of. Periodic updates are necessary to incorporate newly published studies and confirm that prior findings still hold. This study confirms that the findings of DeChurch and Mesmer-Magnus’ (2010) team cognition meta-analysis continue to generalize to today’s teams.
Abundant research supports a cognitive foundation to teamwork. Team cognition describes the mental states that enable team members to anticipate and to coordinate. Having been examined in hundreds of studies conducted in board rooms, cockpits, nuclear power plants, and locker rooms, to name a few, we turn to the question of moderators: Under which conditions is team cognition more and less strongly related to team performance? Random effects meta-analytic moderator analysis of 107 independent studies ( N = 7,778) reveals meaningful variation in effect sizes conditioned on team composition and boundary factors. The overall effect of team cognition on performance is ρ = .35, though examining this effect by these moderators finds the effect can meaningfully vary between ρ = .22 and ρ = .42. This meta-analysis advances team effectiveness theory by moving past the question of “what is important?” to explore the question of “when and why is it important?” Results indicate team cognition is most strongly related to performance for teams with social category heterogeneity ( ρ = .42), high external interdependence ( ρ = .41), as well as low authority differentiation ( ρ = .35), temporal dispersion ( ρ = .36), and geographic dispersion ( ρ = .35). Functional homogeneity and temporal stability (compositional factors) were not meaningful moderators of this relationship. The key takeaway of these findings is that team cognition matters most for team performance when—either by virtue of composition, leadership, structure, or technology—there are few substitute enabling conditions to otherwise promote performance.
Objective The aim of this study was to examine how task, social, and situational factors shape work patterns, information networks, and performance in spaceflight multiteam systems (MTSs). Background Human factors research has explored the task and individual characteristics that affect decisions regarding when and in what order people complete tasks. We extend this work to understand how the social and situational factors that arise when working in MTSs affect individual work patterns. Methods We conducted a complex multi-site space analog simulation with NASA over the course of 3 years. The MTS task required participants from four teams (Geology, Robotics, Engineering, and Human Factors) to collaborate to design a well on Mars. We manipulated the one-way communication delay between the crew and mission support: no time lag, 60-second lag, and 180-second lag. Results The study revealed that team and situational factors exert strong effects: members whose teams have less similar mental models, those whose teams prioritize their team goal over the MTS goal, and those working in social isolation and/or under communication delay engage longer on tasks. Time-on-task positively predicts MTS information networks, which in turn positively predict MTS performance when communication occurs with a delay, but not when it occurs in real-time. Conclusion Our findings contribute to research on task management in the context of working in teams and multiteam systems. Team and situational factors, along with task factors, shape task management behavior. Application Social and situational factors are important predictors of task management in team contexts such as spaceflight MTSs.
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