In this article, we summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis. In total, 48 metaanalyses were conducted, including 26 variables classified as antecedents, 8 as consequences, and 14 as correlates. Statistical artifacts were found to account for the variance between studies in only one meta-analysis that used attendance. Type of organizational commitment (attitudinal vs. calculative) was proposed as a moderator variable and was found to account for significant betweensludy variance in 9 of 18 comparisons. Theoretical and methodological issues pertaining to the measurement of various forms of organizational commitment, its interrelations with other forms of attachments, and its role in causal models of behavior in organizations are reviewed. Directions for future research are highlighted.We would like to thank Frank Landy, Jim Farr, Michael Frese, and two anonymous reviewers for their many helpful comments and suggestions on an earlier version of this article.

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The authors review team research that has been conducted over the past 10 years. They discuss the nature of work teams in context and note the substantive differences underlying different types of teams. They then review representative studies that have appeared in the past decade in the context of an enhanced input-process-outcome framework that has evolved into an inputs-mediators-outcome time-sensitive approach. They note what has been learned along the way and identify fruitful directions for future research. They close with a reconsideration of the typical team research investigation and call for scholars to embrace the complexity that surrounds modern team-based organizational designs as we move forward.

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.

The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who "flew" a series of missions on a personal-computer-based flight-combat simulation. The authors both conceptually and empirically distinguished between teammates' task- and team-based mental models and indexed their convergence or "sharedness" using individually completed paired-comparisons matrices analyzed using a network-based algorithm. The results illustrated that both shared-team- and task-based mental models related positively to subsequent team process and performance. Furthermore, team processes fully mediated the relationship between mental model convergence and team effectiveness. Results are discussed in terms of the role of shared cognitions in team effectiveness and the applicability of different interventions designed to achieve such convergence.