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

Maloney, Mary M.; Bresman, Henrik; Zellmer‐Bruhn, Mary E.; Beaver, Gregory Robert

doi:10.1080/19416520.2016.1161964

Cited by 32 publications

(32 citation statements)

References 154 publications

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“…Based on a large body of team research from various domains, we hypothesise that several contextual and methodological factors might moderate the effectiveness of teamwork, indicating that teamwork is more important under certain conditions 31 32. Therefore, we investigate several factors: (a) team characteristics (ie, professional composition, team familiarity, team size), (b) task type (ie, routine vs non-routine tasks), (c) two methodological factors related to patient realism (ie, simulated vs real) and (d) the type of performance measures used (ie, process vs outcome performance).…”

Section: Introductionmentioning

confidence: 99%

How effective is teamwork really? The relationship between teamwork and performance in healthcare teams: a systematic review and meta-analysis

2019

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ObjectivesTo investigate the relationship between teamwork and clinical performance and potential moderating variables of this relationship.DesignSystematic review and meta-analysis.Data sourcePubMed was searched in June 2018 without a limit on the date of publication. Additional literature was selected through a manual backward search of relevant reviews, manual backward and forward search of studies included in the meta-analysis and contacting of selected authors via email.Eligibility criteriaStudies were included if they reported a relationship between a teamwork process (eg, coordination, non-technical skills) and a performance measure (eg, checklist based expert rating, errors) in an acute care setting.Data extraction and synthesisModerator variables (ie, professional composition, team familiarity, average team size, task type, patient realism and type of performance measure) were coded and random-effect models were estimated. Two investigators independently extracted information on study characteristics in accordance with Preferred Reporting Items for Systematic Reviews and Meta-Analyses guidelines.ResultsThe review identified 2002 articles of which 31 were included in the meta-analysis comprising 1390 teams. The sample-sized weighted mean correlation wasr=0.28 (corresponding to an OR of 2.8), indicating that teamwork is positively related to performance. The test of moderators was not significant, suggesting that the examined factors did not influence the average effect of teamwork on performance.ConclusionTeamwork has a medium-sized effect on performance. The analysis of moderators illustrated that teamwork relates to performance regardless of characteristics of the team or task. Therefore, healthcare organisations should recognise the value of teamwork and emphasise approaches that maintain and improve teamwork for the benefit of their patients.

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Section: Introductionmentioning

confidence: 99%

How effective is teamwork really? The relationship between teamwork and performance in healthcare teams: a systematic review and meta-analysis

2019

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“…This is laudable work and should be continued, but looking to the future maybe it is time to take a step back and examine when, where and why global teams are deployed in the first place. This requires teams researchers to look upward and span system levels --team to firm, and disciplines --organizational behavior to strategy (Maloney, Bresman, Zellmer-Bruhn & Beaver 2016). Yet, for an HR manager at an MNE these differences are literally academic.…”

Section: What Kind Of Research Questions Should Dominate the Researchmentioning

confidence: 99%

Towards a strategic understanding of global teams and their HR implications: an expert dialogue

Butler

Minbaeva

Mäkelä

et al. 2018

The International Journal of Human Resource Management

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Drawing on initial insights emerging from a panel at the EIBA 2016 Conference in Vienna, here discussants and expert panelists engage in a follow-on conversation i on the HR implication of global teams for international organizations. First we set out how HRM can enable global teams and their constituent members to overcome the new and considerable challenges of global teams. These challenges span levels of analysis, time and space. Next we debate global teams as a strategic response to the dual pressures of global integration and local adaptation. We consider what HRM is needed for global teams to successfully resolve this dilemma, challenging practitioners to move beyond the "best practices" and "alignment" dichotomy. Lastly we look to the future to consider implications for research. We propose a rich research agenda focused on the complexities of the global team context.

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“…Our study enriches team cognition literature in two ways. First, it shows that the physical environment matters (Maloney et al, ) and, in particular, that a ‘rich’ environment is not always beneficial for team creativity (Mitchell‐McCoy, ). Moreover, we show that cognitive styles may influence team creativity, but not in each context.…”

Section: Introductionmentioning

confidence: 99%

“…Researchers also found some evidence that the relationship between cognitive styles and team creativity is mediated by team cognition (Aggarwal & Woolley, 2019). However, not much is known about the context in which cognitive styles may lead to team creativity, while probably the context is an important moderator (Maloney, Bresman, Zellmer-Bruhn, & Beaver, 2016).…”

Section: Introductionmentioning

confidence: 99%

Team experiential cognitive style and team performance: The moderating impact of workplace setting

Balau

Faems

Bij³

2019

Creat Innov Manage

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With an increasing need in organizations to come up with novel and useful ideas to renew and survive, team creativity has grown in importance to managers and researchers. As the cognitive resources of team members are the core input for team creativity, researchers increasingly look at team cognition in general and team cognitive styles in particular. In this research stream, the environmental context in which team members are embedded has received limited attention. We therefore experimentally test variation in the physical workplace environment and how it influences the relationship between team experiential cognitive styles and team creativity. Manipulating the nature of architectural elements in the room, we distinguish between a physical workplace with (i) experiential cues and (ii) rational cues. We also use a control condition where architectural elements are absent in the workplace environment. We rely on resource‐matching theory to build our hypotheses. Using data of 75 student teams of a Dutch university, we find that the relationship between teams' experiential cognitive style and team creativity was positive in the control condition. This positive relationship became insignificant in the two conditions where experiential or rational cues were introduced. Theoretical and practical implications are discussed.

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

Cited by 32 publications

References 154 publications

How effective is teamwork really? The relationship between teamwork and performance in healthcare teams: a systematic review and meta-analysis

How effective is teamwork really? The relationship between teamwork and performance in healthcare teams: a systematic review and meta-analysis

Towards a strategic understanding of global teams and their HR implications: an expert dialogue

Team experiential cognitive style and team performance: The moderating impact of workplace setting

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