Team Implicit Coordination Processes: A Team Knowledge–Based Approach

By Ramón Rico, Miriam Sanchez-Manzanares, F. Gil, Cristina B. Gibson. 2008

778 citations recorded by the source corpus.

Subfields: Mechanical Engineering, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0a829f13f36b2b68ed9da7cde69349418397c8c5

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In Mechanical Engineering

In Social Psychology

Citations in the corpus

Understanding and improving teamwork in organizations: a scientifically based practical guide (2015, background): “, 2006; Resick et al, 2010) and implicit coordination (Rico et al., 2008).”
Distributed Attention and Shared Emotions in the Innovation Process (2016, background): “But in settings such as flight decks (Weick and Roberts, 1993), navy ships (Hutchins, 1995), and emergency wards (Rico et al., 2008), miscommunication would lead to immediate negative consequences, triggering strong emotional reactions.”
How social class shapes thoughts and actions in organizations (2011, background): “Coordination facilitates certain types of organizational performance by reducing inefficiency due to misunderstandings and by ensuring that the members function as an integrated whole (Rico et al., 2008; Wittenbaum, Stasser, & Merry, 1996).”
Metaphor No More: A 15-Year Review of the Team Mental Model Construct (2010, background): “As an antecedent to implicit coordination, the notion of a team situation model was recently proposed to capture the dynamic, momentby-moment changes in understanding concerning the environment, team, and task (Rico et al., 2008), but empirical work is needed.”
The role of trust climate in virtual teams (2012, background): “Compared to face-to-face teams, VTs are more likely to encounter communication and coordination challenges (DeSanctis and Monge, 1999; Rico et al., 2008), possibly leading to time delays when completing the task (Montoya-Weiss et al.”
Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness (2010, background): “This lack of familiarity with the tasks at hand may prevent team members from attaining optimum performance (Rico et al., 2008).”
Transcending Knowledge Differences in Cross-Functional Teams (2012, background): “…evolving and transforming the scaffold, the observations about how each team member reacted to others on the team allowed members to anticipate others' actions and needs – a necessary condition for knowledge integration (Edmondson and Numbhard 2009, Okhuysen and Bechky 2009, Rico et al 2008).”