Team familiarity—Boon for routines, bane for innovation? A review and future research agenda

Muskat, Birgit; Anand, Amitabh; Contessotto, Christine; Tan, Adrian Heng Tsai; Park, Guihyun

doi:10.1016/j.hrmr.2021.100892

Cited by 9 publications

(14 citation statements)

References 91 publications

(118 reference statements)

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“…A systematic literature review has been known as a well-known methodology for a long time (Tranfield et al ., 2003) that is adopted in many studies published in top-tier academic journals in different fields, including business and management (Dzhengiz and Niesten, 2020; Muskat et al. , 2022; Siachou et al.…”

Section: Methodsmentioning

confidence: 99%

“…, 2021). A systematic review is a transparent and reproducible process in selecting the study for the given body of literature, which overcomes biases in an exhaustive search of articles and their evaluations (Muskat et al. , 2022; Siddaway et al.…”

Section: Methodsmentioning

confidence: 99%

“…A systematic literature review has been known as a well-known methodology for a long time (Tranfield et al, 2003) that is adopted in many studies published in top-tier academic journals in different fields, including business and management (Dzhengiz and Niesten, 2020;Muskat et al, 2022;Siachou et al, 2021). A systematic review is a transparent and reproducible process in selecting the study for the given body of literature, which overcomes biases in an exhaustive search of articles and their evaluations (Muskat et al, 2022;Siddaway et al, 2019;Tranfield et al, 2003). Therefore this study has applied a systematic review approach to provide a holistic overview and comprehensive understanding of JRD literature.…”

Section: Methodsmentioning

confidence: 99%

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A systematic review of job-related diversity and future research directions

Yadav

Lenka

2022

EDI

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PurposeJob-related diversity is significantly different from demographic diversity, referring to diverse skills, knowledge, and perspectives. Despite the significant relevance of diversity literature, researchers have paid relatively less attention to job-related diversity dimensions like functional, educational, and tenure diversity. This study aims to analyze the scattered job-related diversity literature and identify mediating, moderating, and outcome variables, including dominant theories, methodological practices, and statistical techniques that affect performance outcomes.Design/methodology/approachThis paper consolidates the job-related diversity literature and conducts a systematic review to fill the research gap. This study undertook a systematic review of 101 articles on job-related diversity published between 1991 and 2020 in academic management journals.FindingsThis study has synthesized several theoretical frameworks and proposed an integrative framework of job-related diversity for future research and theory development. Conclusively, this study has highlighted the gaps, advanced the knowledge in job-related diversity, and suggested future research avenues and implications.Originality/valueThis study is the first systematic review of job-related diversity, which acknowledges the importance of job-related diversity literature. Job-related diversity has received significant attention in the crisis-like situation during COVID-19 to develop innovative ideas and decision-making from different perspectives.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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A systematic review of job-related diversity and future research directions

Yadav

Lenka

2022

EDI

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“…Beyond the scope of this study, but possibly relevant for future endeavors might be to examine the effect of differences between team characteristics on the manifestation of team reflexivity. Previous research has shown effects of, for example, team familiarity on team communication and adaption to change, (Muskat et al, 2022), the desired balance between the size of a team and the information processing demands in relation to team learning behaviors (Staats et al, 2012;Wiese et al, 2022), and that teams with a formal leader show different (amounts of) team learning behaviors compared to leaderless teams such as the teams included in the current study (Wiese et al, 2022). Although the number of teams was limited, we know from research on different team processes that variation within teams is often larger than variation between teams (Endedijk et al, 2019).…”

Section: Limitations and Future Studiesmentioning

confidence: 99%

A Social Regulation Perspective on Team Reflexivity: The Development of an Analytical Framework

Wijga

Endedijk

Veldkamp

2023

Vocations and Learning

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Teams are nowadays seen as the cornerstones of organizations. Previous research has shown that team reflexivity is positively related to team performance. Traditionally, team reflexivity is conceptualized as a process that occurs during transition moments, ignoring reflexive moments during teams’ action phases. Moreover, most studies used self-reported questionnaires and cross-sectional designs and thus provided limited insights into how team reflexivity unfolds during both the action and transition phases of teams. In this study, we adopt a social regulation perspective to develop an analytical framework to study team reflexivity in the flow of work. The study was conducted in a software development setting and included 50 h of video recordings of different types of team meetings of six professional self-managing teams (a total of 33 team members). Using concepts from social regulation theory as developed in student learning settings as an analytical lens, an analytical framework with four components of social regulation (knowledge co-construction and regulation; regulation activities; focus of regulation, and type of interaction) was developed and applied. Outcomes show that in more than half of their conversations, the teams jointly engaged in regulation-related activities, of which most concerned planning activities and a very low occurrence of evaluation activities. Different patterns of team reflexivity were found in the action and transition phase but zooming in on the interactions also showed high interrelatedness of the different activities. The analytical framework could assist future research to further study the interaction between the different components and how they mutually relate to team performance.

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“…Iyasere and colleagues’ findings suggest that the benefit of familiarity for nurses may have waned over time and the lack of anonymity in the intervention group may have heightened residents’ concerns about being judged early in the year. More severe downsides of familiarity have been found such as complacency on frequently performed tasks (eg, routine surgical procedures),3 and constraining interactions to a narrower pool of coworkers can inhibit knowledge sharing and stifle innovation 4. There is more to learn about how to best use familiarity to promote positive interactions while mitigating negative side effects.…”

Section: Commentarymentioning

confidence: 99%

Build teamwork on a solid foundation: team familiarity promotes effective interprofessional collaboration

Rosen

2023

Evid Based Nurs

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Team familiarity—Boon for routines, bane for innovation? A review and future research agenda

Cited by 9 publications

References 91 publications

A systematic review of job-related diversity and future research directions

A systematic review of job-related diversity and future research directions

A Social Regulation Perspective on Team Reflexivity: The Development of an Analytical Framework

Build teamwork on a solid foundation: team familiarity promotes effective interprofessional collaboration

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