The impact of virtuality on team effectiveness in organizational and non-organizational teams: A meta-analysis

We meta-analytically assess the virtuality-team effectiveness relationship using 73 samples of organizational teams (5738 teams) reporting on a wide range of productive (e.g. earnings), performance (e.g. customer ratings), social (e.g. cohesion), and team member (e.g. project satisfaction) outcomes. Our results suggest that in work organizations, virtuality is not a direct input—negative or positive—to team effectiveness. In contrast, using 109 samples of non-organizational teams (5620 teams), we show that virtuality is a significant negative input to team effectiveness. We also meta-analytically assess the issue of results generalizability from non-organizational to organizational settings, and find that overall, results from non-organizational studies largely fail to generalize to organizational virtual teams. Using moderator analysis, we explore a number of study features that may explain the poor results generalizability from non-organizational to organizational studies. We find that results from non-organizational studies using undergraduate students, short team duration, and laboratory settings drive the non-generalizability effect, whereas results from non-organizational studies using graduate students, longer team duration, and classroom settings produce results comparable to those of organizational studies of virtual teams. Theoretical, methodological, and practical implications are discussed.     

L’attitude défaitiste des responsables d’équipe : un frein à l’innovation?

The goal of this study is to investigate the role of defeatist attitude in regard to process innovation by considering the mediating role of group potency and the moderating effect of collective autonomy. Data was gathered from 101 work teams (381 members and 101 immediate supervisors) in a public safety organization located in Canada. Results show that group potency may have a mediating role in the relationship between defeatist attitude and process innovation. Moreover, results indicate that the relationship between group potency and process innovation is moderated by collective autonomy, such that this relationship is stronger when the level of collective autonomy is high.     

Minority influence in work teams: The impact of newcomers

Although initial work on minority influence was spurred by interest in group processes, relevant research has rarely examined interactions between majority and minority factions. In particular, little is known about how current members of work teams respond to newcomers’ efforts to change existing work practices. In this study, three-person teams (a commander and two subordinates) used a computer-based air-surveillance system to monitor planes flying through a simulated airspace. After either choosing or being assigned a task strategy, teams completed a work shift and received feedback that they had either failed or succeeded. One subordinate was then replaced by a confederate (newcomer) who suggested a new strategy for the next shift. As predicted, newcomers were more influential when teams had been assigned rather than chosen their initial strategy and had subsequently failed rather than succeeded. Although newcomers are often portrayed as passive recipients of influence, this study identifies conditions under which they can function as influence agents.     

Feeling safe at work: Development and validation of the Psychological Safety Inventory

Psychological safety, defined as perceptions that an individual within a team is supported and feels safe to take interpersonal risks, voice opinions, and share ideas, is vital for organizational effectiveness. However, there is no consensus on how workplace psychological safety should be measured. We developed the Psychological Safety Inventory (PSI) in response to organizational needs to accurately assess psychological safety. A 70-item version of the PSI was administered to 497 employees from Canada, the United States, and the United Kingdom. Based on factor analytic findings, we reduced the preliminary PSI to a 30-item, five-factor scale. The PSI showed high reliability and correlated as anticipated with convergent measures. Overall, the PSI is a valid and reliable measure of workplace psychological safety.     

Global Collaborative Team Performance for the Revision of the International Classification of Diseases: A Case Study of the World Health Organization Field Studies Coordination Group

Background/Objective: Collaborative teamwork in global mental health presents unique challenges, including the formation and management of international teams composed of multicultural and multilingual professionals with different backgrounds in terms of their training, scientific expertise, and life experience. The purpose of the study was to analyze the performance of the World Health Organization (WHO) Field Studies Coordination Group (FSCG) using an input-processes-output (IPO) team science model to better understand the team's challenges, limitations, and successes in developing the eleventh revision of the International Classification of Diseases (ICD). Method: We thematically analyzed a collection of written texts, including FSCG documents and open-ended qualitative questionnaires, according to the conceptualization of the input-processes-output model of team performance. Results: The FSCG leadership and its members experienced and overcame numerous barriers to become an effective international team and to successfully achieve the goals set forth by WHO. Conclusions: Research is necessary regarding global mental health collaboration to understand and facilitate international collaborations with the goal of contributing to a deeper understanding of mental health and to reduce the global burden of mental disorders around the world.     

The Conceptualization of Team Flow

Despite the noted potential for team flow to enhance a team's effectiveness, productivity, performance, and capabilities, studies on the construct in the workplace context are scarce. Most research on flow at the group level has been focused on performance in athletics or the arts, and looks at the collective experience. But, the context of work has different parameters, which necessitate a look at individual and team level experiences. In this review, we extend current theories and essay a testable, multilevel model of team flow in the workplace that includes its likely prerequisites, characteristics, and benefits.     

Confidence in Dyadic Decision Making: The Role of Individual Differences

Groups typically express more confidence than individuals, yet how individual‐level confidence combines during collaborative decision tasks is not well understood. We prescreened 686 community members using a novel confidence measure (a true/false trivia test) intentionally designed to be difficult (accuracy rates were not significantly better than chance) and randomly assigned 72 individuals to collaborate on a matched version of the same test in dyads composed of two low‐confidence individuals, two high‐confidence individuals, or one of each (“mixed”). Consistent with past research, we found that the confidence expressed by dyads was higher than the confidence expressed by individuals; importantly, however, this pattern varied markedly by dyad type, with low‐confidence dyads showing the largest increase, mixed dyads showing a moderate increase, and high‐confidence dyads showing no increase—despite the fact that all dyads showed similarly low accuracy (about 55%). These results highlight the conditions under which groups express greater confidence than individuals and offer insights for the composition of collaborative decision‐making teams. Copyright © 2015 John Wiley & Sons, Ltd.     

For the Win: Risk‐Sensitive Decision‐Making in Teams

Risk‐sensitivity theory predicts that decision‐makers should prefer high‐risk options in high need situations when low‐risk options will not meet these needs. Recent attempts to adopt risk‐sensitivity as a framework for understanding human decision‐making have been promising. However, this research has focused on individual‐level decision‐making, has not examined behavior in naturalistic settings, and has not examined the influence of multiple levels of need on decision‐making under risk. We examined group‐level risk‐sensitive decision‐making in two American football leagues: the National Football League (NFL) and the National College Athletic Association (NCAA) Division I. Play decisions from the 2012 NFL (Study 1; N = 33 944), 2013 NFL (Study 2; N = 34 087), and 2012 NCAA (Study 3; N = 15 250) regular seasons were analyzed. Results demonstrate that teams made risk‐sensitive decisions based on two distinct needs: attaining first downs (a key proximate goal in football) and acquiring points above parity. Evidence for risk‐sensitive decisions was particularly strong when motivational needs were most salient. These findings are the first empirical demonstration of team risk‐sensitivity in a naturalistic organizational setting. Copyright © 2016 John Wiley & Sons, Ltd.     

Why didn’t you say something? Effects of after-event reviews on voice behaviour and hierarchy beliefs in multi-professional action teams

Team decision-making can go wrong when individuals fear to voice suggestions or concerns to higher status team members. We investigate how after-event reviews (AERs) can be used to promote voice behaviour and hierarchy-attenuating beliefs in multi-professional action teams. We hypothesized that (1) lower status team members will speak up more following an assertiveness-specific AER (ASAER) as compared to a teamwork-generic AER (TGAER) and (2) that an ASAER leads to stronger endorsement of hierarchy-attenuating beliefs than the TGAER. To test these hypotheses, we implemented simulations of medical emergencies with 20 healthcare teams consisting of low (i.e., nurses) and high-status (i.e., physicians) professions. After participating in one of the two AERs, teams managed a simulation in which a higher status confederate engaged in potentially harmful actions. Behavioural coding of the videotaped simulations and assessment of team members’ hierarchy beliefs supported both hypotheses: nurses spoke up more following the ASAER than following the TGAER and both professional groups reported significantly higher levels of hierarchy-attenuating beliefs following the ASAER as compared to the TGAER. We discuss how AERs can affect upward voice and increase awareness for the potential downsides of status hierarchies in multi-professional teams.     

Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes

This study investigated the effects of transformational and transactional leadership styles and communication media on team interaction styles and outcomes. Teams communicated through one of the following three ways: (a) face-to-face, (b) desktop videoconference, or (c) text-based chat. Results indicated that transformational and transactional leadership styles did not affect team interaction styles or outcomes; that the mean constructive interaction score was higher in FTF than videoconference and chat teams, but not significantly higher in videoconference than chat teams; and that teams working in richer communication media did not achieve higher task performance than those communicating through less rich media. Finally, mean team cohesion scores were higher in FTF and videoconference than chat teams, but not significantly higher in FTF than videoconference teams. These results provide further evidence that communication media do have important effects on team interaction styles and cohesion.