How does organizational identity affect team functioning? We articulate and test an identity instrumentality hypothesis that suggests that organizational identity (1) directly predicts those aspects of team functioning that enable, and are instrumental in, employees’ fulfillment of their identity with the organization; and (2) indirectly predicts other aspects of team functioning not instrumental to organizational identity fulfillment. Underlying this hypothesis is the idea that some aspects of team functioning, such as team performance and cooperative team behaviors, are important to individuals’ fulfillment of their organizational identity because the implications of these behaviors extend beyond the immediacy of the team, whereas other aspects of team functioning (e.g., team affect) are not instrumental to organizational identity fulfillment because they are relevant mainly within the team context. We test the identity instrumentality hypothesis by using meta-analytic path analysis conducted on effect estimates obtained from 132 independent studies (total N = 28,024) of organizational and team identity. As hypothesized, we find that whereas team identity fully mediates the relationship between organizational identity and team affective constructs (i.e., aspects of team functioning not instrumental to the fulfillment of organizational identity), organizational identity uniquely and directly affects cooperative team behavior and team performance, which are those aspects of team functioning that are instrumental to the fulfillment of organizational identity.
The translation of medical research from bench-to-bedside often requires integrated input from multiple expert teams. These collectives can best be understood through the lens of multiteam systems theory. Team charters are a practical tool thought to facilitate team performance through the creation of explicit shared norms for behavior. We extend the current literature on team charters to the multiteam context and make three practical recommendations for multiteam charter content that could facilitate effective communication and leadership processes between teams.
In this chapter we discuss attitudinal and affective factors in the context of science teams. We review some of the key findings on conflict, trust, and cohesion in teams and discuss the differentiation between teamrelated and task-related definitions of each. In so doing, we discuss their relevance to team effectiveness in science teams and provide guidance on notional areas of research for understanding how these are related to effectiveness in science teams.
Effective teamwork is beneficial for organizations on Earth, but is a sine qua non for teams venturing into outer space. The prospect of sending a team to Mars by the year 2030 invites organizational scientists to take stock of what we know and what we still need to know about teams. The team endeavoring to Mars will be multicultural and interdisciplinary, living and working in uncomfortable and dangerous conditions, and doing so in close collaboration with distant teams back on Earth. Tackling the teamwork challenges associated with a mission to Mars present an opportunity to rapidly accelerate the science of teams. In this conceptual review, we explore seven complexities of teams that are both important and understudied. Results of structured interviews with experts on human space exploration regarding the nature of teamwork in long-duration space exploration illuminate seven complexities, or key features of teams, in general, that serve as a catalyst for identifying, informing, and motivating future directions of inquiry about teams. These features, and the research they inspire, may enable organizations to build more effective teams on Earth and beyond.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.