Affect under need satisfaction and need thwarting: A new classification for the prediction of creative performance

Affect plays a pivotal role in fostering creative performance, and there is increasing recognition that different levels and types of affect may exert distinct impacts on creative performance. Drawing upon self-determination theory, this study aims to explore a novel classification of affect-affect under need satisfaction and need thwarting-and examine its relationship with creative performance. Study 1 involved 75 participants to investigate the content of affect under need satisfaction and need thwarting. Study 2 explores the relationship between affect and creative performance using a sample of 115 employees from Beijing. The findings unveiled nine types of affect under need satisfaction (e.g., moderate levels of excited) and eleven types of affect under need thwarting (e.g., low levels of afraid). Positive associations were observed between affect under need satisfaction and creativity, while negative associations were found between affect under need thwarting and creativity. Empirical evidence corroborating the significant role of the new classification of affect in enhancing employee creativity within the context of Chinese academia and researchers is presented.

Cognitive versatility and adaptation to fluid participation in hospital emergency department teams

Role-based frameworks have long been the cornerstone of organizational coordination, providing clarity in role expectations among team members. However, the rise of "fluid participation"-a constant shift in team composition and skill sets-poses new challenges to traditional coordination mechanisms. In particular, with fluid participation, a team's roles can oscillate between disconnected and intersecting, or between lacking and having overlap in the capabilities and expectations of different roles. This study investigates the possibility that a disconnected set of roles creates a structural constraint on the flexible coordination needed to perform in volatile contexts, as well as the mitigating role of cognitive versatility in a team's strategically-central member. Utilizing a sample of 342 teams from a hospital Emergency Department, we find that teams with a disconnected role set are less effective than teams with an intersecting role set as demonstrated by longer patient stays and increased handoffs during shift changes. Importantly, the presence of a cognitively versatile attending physician mitigates these negative outcomes, enhancing overall team effectiveness. Our findings remain robust even after accounting for other variables like team expertise and familiarity. This research extends the Carnegie School's seminal work on fluid participation by integrating insights from psychology and organizational behavior, thereby identifying key individual attributes that can bolster team coordination in dynamic settings.

Joint problem-solving orientation, mutual value recognition, and performance in fluid teamwork environments

Introduction

Joint problem-solving orientation (JPS) has been identified as a factor that promotes performance in fluid teamwork, but research on this factor remains nascent. This study pushes the frontier of understanding about JPS in fluid teamwork environments by applying the concept to within-organization work and exploring its relationships with performance, mutual value recognition (MVR), and expertise variety (EV).

Methods

This is a longitudinal, survey-based field study within a large United States healthcare organization n = 26,319 (2019 response rate = 87%, 2021 response rate = 80%). The analytic sample represents 1,608 departmental units in both years (e.g., intensive care units and emergency departments). We focus on departmental units in distinct locations as the units within which fluid teamwork occurs in the hospital system setting. Within these units, we measure JPS in 2019 and MVR in 2021, and we capture EV by unit using a count of the number of disciplines present. For a performance measure, we draw on the industry-used measurement of perceived care quality and safety. We conduct moderated mediation analysis testing (1) the main effect of JPS on performance, (2) mediation through MVR, and (3) EV as a moderator.

Results

Our results affirm a moderated mediation model wherein JPS enhances performance, both directly and through MVR; EV serves as a moderator in the JPS-MVR relationship. JPS positively influences MVR, irrespective of whether EV is high or low. When JPS is lower, greater EV is associated with lower MVR, whereas amid high JPS, greater EV is associated with higher MVR, as compared to lower EV.

Discussion

Our findings lend further evidence to the value of JPS in fluid teamwork environments for enabling performance, and we document for the first time its relevance for within-organization work. Our results suggest that one vital pathway for JPS to improve performance is through enhancing recognition of the value that others offer, especially in environments where expertise variety is high.

Fluid teams in the metaverse: exploring the (un)familiar

The metaverse is a new and evolving environment for fluid teams and their coordination in organizations. Fluid teams may have no prior familiarity with each other or working together. Yet fluid teams are known to benefit from a degree of familiarity-knowledge about teams, members, and working together-in team coordination and performance. The metaverse is unfamiliar territory that promises fluidity in contexts-seamless traversal between physical and virtual worlds. This fluidity in contexts has implications for familiarity in interaction, identity, and potentially time. We explore the opportunities and challenges that the metaverse presents in terms of (un)familiarity. Improved understandings of (un)familiarity may pave the way for new forms of fluid team experiences and uses.

Interdisciplinary interventions that improve patient-reported outcomes in perioperative cancer care: A systematic review of randomized control trials

INTRODUCTION

Interdisciplinary teams are often leveraged to improve quality of cancer care in the perioperative period. We aimed to identify the team structures and processes in interdisciplinary interventions that improve perioperative patient-reported outcomes for patients with cancer.

METHODS

We searched PubMed, EMBASE, and CINAHL for randomized control trials published at any time and screened 7,195 articles. To be included in our review, studies needed to report patient-reported outcomes, have interventions that occur in the perioperative period, include surgical cancer treatment, and include at least one non physician intervention clinical team member: advanced practice providers, including nurse practitioners and physician assistants, clinical nurse specialists, and registered nurses. We narratively synthesized intervention components, specifically roles assumed by intervention clinical team members and interdisciplinary team processes, to compare interventions that improved patient-reported outcomes, based on minimal clinically important difference and statistical significance.

RESULTS

We included 34 studies with a total of 4,722 participants, of which 31 reported a clinically meaningful improvement in at least one patient-reported outcome. No included studies had an overall high risk of bias. The common clinical team member roles featured patient education regarding diagnosis, treatment, coping, and pain/symptom management as well as postoperative follow up regarding problems after surgery, resource dissemination, and care planning. Other intervention components included six or more months of continuous clinical team member contact with the patient and involvement of the patient's caregiver.

CONCLUSIONS

Future interventions might prioritize supporting clinical team members roles to include patient education, caregiver engagement, and clinical follow-up.

Enhancing team success in the neonatal intensive care unit: challenges and opportunities for fluid teams

Fluid teams, characterized by frequent changes in team membership, are vital in the neonatal intensive care unit (NICU) due to high patient acuity and the need for a wide range of specialized providers. However, many challenges can hinder effective teamwork in this setting. This article reviews the challenges related to fluid teamwork in the NICU and discusses recommendations from team science to address each challenge. Drawing from the current literature, this paper outlines three challenges that can hinder fluid teamwork in the NICU: incorporating patient families, managing hierarchy among team members, and facilitating effective patient handoffs. The review concludes with recommendations for managing NICU teamwork differently using strategies from team science.

What does it mean to follow? A critique of the followership literature and a conceptual model of the emergence of downward following

What does it mean to follow? In this paper, we systematically review the followership literature for the period 2017-2021. Our review shows that the followership literature suffers from three major issues that limit its validity. The followership field is dominated by a role-based approach equating direct reports with followers; empirical studies fail to study actual following behaviors, and there are no studies of downward following, which we define as any behavior or effort aimed at achieving a shared goal, carried out by an individual in a position of formal power who is influenced by one or more individuals in a position of inferior authority. Our manuscript builds on the process approach to study what it means to follow. We argue that the followership field needs to study actual followership behaviors at the micro "interaction episodes" and rely on quantitative behavioral coding. We then propose a conceptual, multi-level model that details antecedents and boundary conditions of the emergence of downward following. We conclude by discussing the organizational implications of our approach and model.

The relationships between perceived individual and team characteristics, individual and team learning activities with effectiveness in nursing teams

Introduction

Team learning plays a crucial role in addressing the shortage of nurses and ensuring that there are enough trained and capable nurses available during times of crisis. This study investigates the extent to which individual learning activities (1) contribute to knowledge sharing in teams and (2) impact the effectiveness of nursing teams. Furthermore, we want to obtain more insight into whether (3) the antecedents of individual psychological empowerment, teamwork preference, and team boundedness contribute to individual learning activities and knowledge sharing in nursing teams.

Method

We conducted a cross-sectional questionnaire study of 149 gerontological nurses working in 30 teams in Germany. They completed a survey measuring knowledge sharing, teamwork preference, team boundedness, individual learning activities, psychological empowerment, and team effectiveness (as an indicator of performance).

Results

The results from structural equation modeling revealed that individual learning activities contribute to knowledge sharing in teams and, as a result, enhance team effectiveness. In particular, psychological empowerment was found to be associated with individual learning activities, while teamwork preference and team boundedness were related to knowledge sharing.

Discussion

The results indicated that the accomplishment of individual learning activities plays an important role in nursing teams, as it is linked to knowledge sharing and, as a result, contributes to team effectiveness.

The ambiguity of "we": Perceptions of teaming in dynamic environments and their implications

In healthcare, organizations increasingly call on clinicians and staff to team up fluidly to deliver integrated services across disciplines and settings. Yet little is known about how clinicians and staff perceive of team membership in healthcare environments where team boundaries are often ambiguous and continually shifting. We draw on the context of primary care in the United States, where fluid multi-disciplinary teamwork is commonly exhorted, to investigate the extent to which clinicians and staff perceive of various roles (e.g., physician, front desk) as members in their teams, and to identify potential implications. Using a survey fielded within 59 clinics (n = 828), we find substantial variation in individuals' perceptions of the roles they consider as team members during an episode of care (e.g., mean team size = 10.60 roles; standard deviation = 5.09). Perceiving more expansive sets of roles as team members exhibits a positive association with performance as measured by care quality (b = 0.02; p < .01) but a curvilinear association with job satisfaction. Separating an individual's perceived core (roles always perceived as part of the team) and periphery (roles sometimes perceived as part of the team), perceiving a larger core is positively associated with performance (b = 0.03 p < .01). In contrast, perceiving a larger periphery is marginally negatively associated with performance (b = -0.02, p < .10). This appears to be driven by divergence from the norm perception of the core, i.e., when individuals attribute to the periphery the roles that are considered by most others to be core. Our findings suggest that individuals viewing the roles they must team with more expansively may generate higher quality output but experience a personal toll. Delivering on the ideal of team-based care in dynamic environments may require helping team members gain clarity about their teammates and implementing policies that attend to job satisfaction as team boundaries shift and expand.

The influence of membership fluidity on the coevolution of the social and knowledge systems in online knowledge communities

Purpose

In the extant research on online knowledge communities (OKCs), little attention has been paid to the influence of membership fluidity on the coevolution of the social and knowledge systems. This article aims to fill this gap.

Design/methodology/approach

Based on the attraction-selection-attrition (ASA) framework, this paper constructs a simulation model to study the coevolution of these two systems under different levels of membership fluidity.

Findings

By analyzing the evolution of these systems with the vector autoregression (VAR) method, we find that social and knowledge systems become more orderly as the coevolution progresses. Furthermore, in communities with low membership fluidity, the microlevel of the social system (i.e. users) drives the coevolution, whereas in communities with high membership fluidity, the microlevel of the knowledge system (i.e. users' views) drives the coevolution.

Originality/value

This paper extends the application of the ASA framework and enriches the literature on membership fluidity of online communities and the literature on driving factors for coevolution of the social and knowledge systems in OKCs. On a practical level, our work suggests that community administrators should adopt different strategies for different membership fluidity to efficiently promote the coevolution of the social and knowledge systems in OKCs.

Boosting advice and knowledge sharing among healthcare professionals

Purpose

This study aims to investigate the dynamics of knowledge sharing in health care, exploring some of the factors that are more likely to influence the evolution of idea sharing and advice seeking in health care.

Design/methodology/approach

The authors engaged 50 pediatricians representing many subspecialties at a mid-size US children’s hospital using a social network survey to map and measure advice seeking and idea sharing networks. Through the application of Stochastic Actor-Oriented Models, the authors compared the structure of the two networks prior to a leadership program and eight weeks post conclusion.

Findings

The models indicate that health-care professionals carefully and intentionally choose with whom they share ideas and from whom to seek advice. The process is fluid, non-hierarchical and open to changing partners. Significant transitivity effects indicate that the processes of knowledge sharing can be supported by mediation and brokerage.

Originality/value

Hospital administrators can use this method to assess knowledge-sharing dynamics, design and evaluate professional development initiatives and promote new organizational structures that break down communication silos. This work contributes to the literature on knowledge sharing in health care by adopting a social network approach, going beyond the dyadic level and assessing the indirect influence of peers’ relationships on individual networks.

Ecological interchangeability: supporting team adaptive expertise in moments of disruption

While undesirable, unexpected disruptions offer unique opportunities to enact adaptive expertise. For adaptive expertise to flourish, individuals and teams must embrace both efficiency and adaptation. While some industries do it readily, others continue to struggle with the tension between efficiency and adaptation, particularly when otherwise stable situations are unexpectedly disrupted. For instance, in healthcare settings, the efficiency mandate for strict compliance with scopes of practice can deter teams from using the adaptive strategy of making their members interchangeable. Yet, interchangeability has been hinted as a key capacity of today' teams that are required to navigate fluid team structures. Because interchangeability - as an adaptive strategy - can generate antagonistic reactions, it has not been well studied in fluid teams. Thus, in this exploratory qualitative study we sought to gain insights into how interchangeability manifests when fluid teams from five different contexts (healthcare, emergency services, orchestras, military, and business) deal with disruptive events. According to our participants, successful interchangeability was possible when people knew how to work within one's role while being aware of their teammates' roles. However, interchangeability included more than just role switching. Interchangeability took various forms and was most successful when teams capitalized on the procedural, emotional, and social dimensions of their work. To reflect this added complexity, we refer to interchangeability in fluid teams as Ecological Interchangeability. We suggest that ecological interchangeability may become a desired feature in the training of adaptive expertise in teams, if its underlying properties and enabling mechanisms are more fully understood.

Designing the Collaborative Organization: A Framework for how Collaborative Work, Relationships, and Behaviors Generate Collaborative Capacity

We offer a framework for developing the collaborative workplace, developed through a case study of a subsystem of Intuit Canada, a knowledge-based product development firm known for strong collaboration. Grounded in interviews, observations, informal conversations, and archival data, our framework reveals a series of factors that shape work, relationships, and behaviors to promote collaboration widely. Beyond factors, we uncover what it is about them, the underlying properties that created the conditions for employees to work, relate and contribute collectively. We show how the factors interrelate to create two collaborative subsystems; one fostering widespread alignment around strategic goals and the other fostering locally led interactivity to operationalize those goals. We illustrate how the duality works in practice and conclude with implications for future research and practice.

Emotion in teams: a scoping literature review

Purpose

The empirical findings of the roles of emotions in teams are mixed. This study, a scoping literature review, aims to synthesize extant research on the roles of emotions in work teams and offers future research directions.

Design/methodology/approach

Sixty-nine empirical studies from the past ten years (2012 to 2021) were identified and reviewed. The authors then analyzed these 69 papers based on their research design, focus and nomological network of emotions.

Findings

The authors found that there is a clear increasing research trend of studying emotions in a team setting. In the extant literature, team emotions were studied from three major perspectives: emotions, emotional management and emotion measurement. The authors also summarized findings into the nomological network of team emotions. Last but not least, future research directions regarding the research context, focus and design and analysis were recommended.

Originality/value

The role of emotions in teams has not been extensively reviewed or synthesized, and the empirical findings are mixed. This paper synthesized the role of emotions in teams and critical factors that affect emotions in teams. In particular, the research recommendations for critical human resource development scholars cover three aspects: research context advancement, research focus advancement and research design and analysis advancement.

Standing strong amid a pandemic: How a global online team project stands up to the public health crisis

The annual instructional virtual team Project X brings together professors and students from across the globe to engage in client projects. The 2020 project was challenged by the global disruption of the COVID-19 pandemic. This paper draws on a quantitative dataset from a post-project survey among 500 participating students and a qualitative narrative inquiry of personal experiences of the faculty members. The findings reveal how innovative use of a variety of collaboration and communication technologies helped students and their professors in building emotional connection and compassion to support each other in the midst of the crisis, and to accomplish the project despite connectivity disruptions. The results suggest that the role of an instructor changed to a coach and mentor, and technology was used to create a greater sense of inclusion and co-presence in student-faculty interactions. Ultimately, the paper highlights the role of technology to help the participants navigate sudden crisis affecting a global online instructional team project. The adaptive instructional teaching strategies and technologies depicted in this study offer transformative potential for future developments in higher education.

Learning in Temporary Teams: The Varying Effects of Partner Exposure by Team Member Role

In many workplaces, temporary teams convene to coordinate complex work, despite team members having not worked together before. Most related research has found consistent performance benefits when members of temporary teams work together multiple times (team familiarity). Recent work in this area broke new conceptual ground by instead exploring the learning and performance benefits that team members gain by being exposed to many new partners (partner exposure). In contrast to that new work that examined partner exposure between team members who are peers, in this paper, we extend this research by developing and testing theory about the performance effects of partner exposure for team members whose roles are differentiated by authority and skill. We use visit-level data from a hospital emergency department and leverage the ad hoc assignment of attendings, nurses, and residents to teams and the round-robin assignment of patients to these teams as our identification strategy. We find a negative performance effect of both nurses’ and resident trainees’ partner exposure to more attendings and of attendings’ and nurses’ exposure to more residents. In contrast, both attendings and residents experience a positive impact on performance from working with more nurses. The respective effects of residents working with more attendings and with more nurses is attenuated on patient cases with more structured workflows. Our results suggest that interactions with team members in decision-executing roles, as opposed to decision-initiating roles, is an important but often unrecognized part of disciplinary training and team learning.

Teaming up in primary care: Membership boundaries, interdependence, and coordination

OBJECTIVE

Increased demand for quality primary care and value-based payment has prompted interest in implementing primary care teams. Evidence-based recommendations for implementing teams will be critical to successful PA participation. This study sought to describe how primary care providers (PCPs) define team membership boundaries and coordinate tasks.

METHODS

This mixed-methods study included 28 PCPs from a primary care network. We analyzed survey data using descriptive statistics and interview data using content analysis.

RESULTS

Ninety-six percent of PCPs reported team membership. Team models fell into one of five categories. The predominant coordination mechanism differed by whether coordination was required in a visit or between visits.

CONCLUSIONS

Team-based primary care is a strategy for improving access to quality primary care. Most PCPs define team membership based on within-visit task interdependencies. Our findings suggest that team-based interventions can focus on clarifying team membership, increasing interaction between clinicians, and enhancing the electronic health record to facilitate between-visit coordination.

We need a hero: HR and the ‘next normal’ workplace

During the first few months of the COVID‐19 pandemic, employees worked from home in record numbers and enjoyed extraordinarily high levels of autonomy. Now, as employers reopen their doors, we can build on those gains to create better workplaces than the ones we left behind. HR has a window of opportunity in which to develop psychologically safe workplaces, trust‐based employment relationships and socially connected workforces. But progress towards better workplaces hangs on a few critical adjustments in the HR researcher–practitioner relationship. HR researchers must work with HR practitioners to identify organization‐level interventions and examine their simultaneous influence on employee and employer outcomes. HR practitioners must create sandboxes where those interventions can be pilot tested, and resist their instinctive urge to establish formalised structures and develop monitoring systems.

Bridging Temporal Divides: Temporal Brokerage in Global Teams and Its Impact on Individual Performance

Members of global teams are often dispersed across time zones. This paper introduces the construct of temporal brokerage, which we define as being in a position within a team’s temporal structure that bridges subgroups that have little or no temporal overlap with each other. Although temporal brokerage is not a formal role, we argue that occupying such a position makes an individual more likely to take on more coordination work than other members on the team. We suggest that, while engaging in such coordination work has advantages in the form of enhanced integrative complexity, it also comes with costs in the form of a greater workload relative to other members. We further argue that the increased integrative complexity and workload that result from occupying a position of temporal brokerage have implications that go beyond the boundaries of the focal team, spilling over into other projects the individual is engaged in. Specifically, we predict that being in positions of temporal brokerage on global teams decreases the quantity but increases the quality of an individual’s total productive output. We find support for these predictions across two studies comprising 4,553 individuals participating in global student project teams and 123,586 individuals participating in global academic research teams, respectively. The framework and findings presented in this paper contribute to theories of global teamwork, pivotal roles and leadership emergence in global teams, and social network theory.

The impact of time pressure on knowledge transfer effectiveness in teams: trust as a critical but fragile mediator

Purpose

With faster innovation and shorter product cycles, time pressure is a highly relevant factor affecting contemporary business processes. This study aims to extend prior research on the effects of velocity at the firm level by considering the effect of time pressure on knowledge transfer effectiveness (KTE) on the team level and the role of trust as a mediator of this effect.

Design/methodology/approach

We empirically assess the impact of time pressure on knowledge transfer effectiveness in teams. Further, we test the mediating effect of trust on this relationship. We study a sample of 285 project teams applying partial least squares structural equation modeling (PLS-SEM).

Findings

The authors find that time pressure is negatively associated with KTE. Moreover, trust among team members has a complementary mediating effect on this relationship. Thus, while trust is urgently needed for enhancing KTE under time pressure, time pressure reduces trust-building too.

Research limitations/implications

This study establishes empirically the importance of time pressure and trust as drivers of KTE in teams. The contribution connects the field of knowledge management to important streams in the wider business literature: organization studies, management, strategic management, project management, innovation etc. Whereas the model is parsimonious, it has high explanatory power and high generalizability to other contexts.

Practical implications

Team managers should take care to allow enough time for knowledge transfer within the team. This is particularly important when knowledge sharing is central, e.g. in innovation, development and change processes. If this is not possible, measures should be taken to maintain trust among team members.

Social implications

Effective knowledge management enhances the performance of business entities and public-sector organizations alike. Today, both the private and public sectors are under considerable pressure to increase both efficiency and effectiveness. Effective knowledge transfer within teams is a core capability to achieve this goal. More effective organizations result in more competitive private firms, more employment opportunities and improved public services to citizens.

Originality/value

Time pressure is an increasingly relevant factor in contemporary business but so far little explored in research. This study extends current knowledge by considering the effect of time pressure on KTE.

G. Impact of team design and technical factors on team cohesion

Purpose

Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion.

Design/methodology/approach

Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses.

Findings

SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion.

Research limitations/implications

The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods.

Originality/value

This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics.

Metahuman systems = humans + machines that learn

Metahuman systems are new, emergent, sociotechnical systems where machines that learn join human learning and create original systemic capabilities. Metahuman systems will change many facets of the way we think about organizations and work. They will push information systems research in new directions that may involve a revision of the field’s research goals, methods and theorizing. Information systems researchers can look beyond the capabilities and constraints of human learning toward hybrid human/machine learning systems that exhibit major differences in scale, scope and speed. We review how these changes influence organization design and goals. We identify four organizational level generic functions critical to organize metahuman systems properly: delegating, monitoring, cultivating, and reflecting. We show how each function raises new research questions for the field. We conclude by noting that improved understanding of metahuman systems will primarily come from learning-by-doing as information systems scholars try out new forms of hybrid learning in multiple settings to generate novel, generalizable, impactful designs. Such trials will result in improved understanding of metahuman systems. This need for large-scale experimentation will push many scholars out from their comfort zone, because it calls for the revitalization of action research programs that informed the first wave of socio-technical research at the dawn of automating work systems.

Into the fray: Adaptive approaches to studying novel teamwork forms

Novel forms of teamwork—created by rapid change and growing diversity among collaborators—are increasingly common, and they present substantial methodological challenges for research. We highlight two aspects of new team forms that challenge conventional methods. Factors pertaining to change (e.g., in membership) create entitativity challenges such as whom to count as team members, while factors pertaining to difference (e.g., in expertise) create concordance challenges such as how to interpret disagreement in groups. We review research methods that are well-suited to each of these specific challenges. We identify the particular challenges of studying teams that exhibit high difference and change simultaneously and call for adaptive methods that enable insight into how they work. Clarity about the dimensions of deviation from ideal team forms, along with shared terminology, will help researchers make and discuss tough methodological choices and assist reviewers in evaluating them.

Team Membership Change “Events”: A Review and Reconceptualization

Driven by views of teams as dynamic systems with permeable boundaries, scholars are increasingly seeking to better understand how team membership changes (i.e., team members joining and/or leaving) shape the functioning and performance of organizational teams. However, empirical studies of team membership change appear to be progressing in three largely independent directions as researchers consider: (a) how newcomers impact and are impacted by the teams they join; (b) how teams adapt to member departures; or (c) how teams function under conditions of high membership fluidity, with little theoretical integration or consensus across these three areas. To accelerate an integrative stream of research on team membership change, we advance a conceptual framework which depicts each team membership change as a discrete team-level “event” which shapes team functioning to the extent to which it is “novel,” “disruptive,” and “critical” for the team. We use this framework to guide our review and synthesis of empirical studies of team membership change published over the past 20 years. Our review reveals numerous factors, across conceptual levels of the organization, that determine the strength (i.e., novelty, disruptiveness, criticality) of a team membership change event and, consequently, its impact on team functioning and performance. In closing, we provide propositions for future research that integrate a multilevel, event-based perspective of team membership change and demonstrate how team membership change events may impact organizational systems over time and across levels of observation.

Leading Teams in the Digital Age: Four Perspectives on Technology and What They Mean for Leading Teams

Digital technologies are changing the nature of teamwork in ways that have important implications for leadership. Though conceptually rich and multi-disciplinary, much of the burgeoning work on technology has not been fully integrated into the leadership literature. To fill this gap, we organize existing work on leadership and technology, outlining four perspectives: (1) technology as context, (2) technology as sociomaterial, (3) technology as creation medium, and (4) technology as teammate. Each technology perspective makes assumptions about how technologies affect teams and the needs for team leadership. Within each perspective, we detail current work on leading teams. This section takes us from virtual teams to new vistas posed by leading online communities, crowds, peer production groups, flash teams, human-robot teams, and human-artificial intelligence teams. We identify 12 leadership implications arising from the ways digital technologies affect organizing. We then leverage our review to identify directions for future leadership research and practice.

Multiple Team Membership: An Integrative Review

With many employees operating in a multiteam environment, multiple team membership (MTM) has become a critical topic across a number of disciplines. Although MTM research is often regarded as being in its beginning stages, there has been a recent uptick of research. An integration of the literature at this phase allows scholars to see the most pressing challenges and begin to identify general insights to move research forward effectively. Accordingly, this review contributes to the literature through drawing meaningful connections regarding MTM between disciplines and providing nascent opportunities for future research. The final review includes 44 articles that directly examine MTM. These articles are supplemented by the project and management literatures to elaborate upon the theoretical bases and findings of these articles.

Agentic Denial: How Athletic Teams Sustain Divergent Structures During Concussion Events

This study reveals how athletic health care teams, embedded within large bureaucratic organizations and complex social systems, negotiate and sustain multiple divergent structures. An iterative analysis of 69 in-depth interviews with National Collegiate Athletic Association (NCAA) Division I athletes’ certified athletic trainers (ATCs) and coaches from four high-contact sports (i.e., women’s lacrosse, men’s wrestling, men’s soccer, and men’s football) revealed that team members coconstructed and negotiated multiple conflicting structures during concussion events. The divergent macro-, meso-, and micro-level structures include (a) formal versus hidden authority structures, (b) prevention versus inevitability discourse, (c) assigned versus enacted roles, and (d) authentic versus inauthentic injury performance. The analysis also revealed how a specific speech act, termed agentic denial, enabled members to obscure their agency within concussion events. Theoretical implications and practical recommendations are discussed.

In or Out? Exploring the Inconsistency and Permeability of Team Boundaries

Despite the fundamental relevance of team boundaries for team research, scholars have rarely explored their origins and characteristics. Instead, team research commonly assumes the existence of formally defined, stable team boundaries. We challenge this assumption by asserting that beyond formal assignment, team members’ individual perceptions of a team’s boundaries are driven by individual-level categorization processes and team-level task dynamism. Building on multiple team members’ mental representations of team boundaries, we propose that team boundaries are likely mutually inconsistent and vary in their degree of permeability. This permeability and inconsistency serve to clarify how membership change and overlap can induce cognitive and emotional spillovers across teams. The proposed conceptual model links the origins of boundary emergence with their characteristics by explaining how membership structure and dynamics drive the characteristics of team boundaries. This account offers a new perspective on how individual perceptions of work affiliations can shape a team’s boundaries.

Using State Space Grids for Modeling Temporal Team Dynamics

We outline the potential of dynamics systems theory for researching team processes and highlight how state space grids, as a methodological application rooted in the dynamic systems perspective, can help build new knowledge about temporal team dynamics. Specifically, state space grids visualize the relationship between two categorical variables that are synchronized in time, allowing the (team) researcher to track and capture the emerging structure of social processes. In addition to being a visualization tool, state space grids offer various quantifications of the dynamic properties of the team system. These measures tap into both the content and the structure of the dynamic team system. We highlight the implications of the state space grid technique for team science and discuss research areas that could benefit most from the method. To illustrate the various opportunities of state space grids, we provide an application example based on coded team interaction data. Moreover, we provide a step-by-step tutorial for researchers interested in using the state space grid technique and provide an overview of current software options. We close with a discussion of how researchers and practitioners can use state space grids for team training and team development.