Enhancing the Effectiveness of Work Groups and Teams

By Steve W. J. Kozlowski, Daniel R. Ilgen. Psychological Science in the Public Interest, 2006

2,629 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2bd8f5a11c4e6f3e7b596fe1d79c1ec510531191

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Optimizing team conflict dynamics for high performance teamwork (2017, background): “As it is beyond the scope of this review, we refer readers to other sources instead of revisiting the empirical evidence in detail here (e.g., Cohen & Bailey, 1997; Hackman, 1987, 2002; Kozlowski & Ilgen, 2006; Mathieu et al., 2008).”
Team learning, development, and adaptation (2008, background): “However, as Kozlowski and Ilgen (2006) noted, this raises the question as to whether team learning as a knowledge-based outcome can be meaningfully distinguished from mental models and transactive memory.”
Workplace team resilience: A systematic review and conceptual development (2020, background): “A collective response to adverse events requires teams to have mutual work goals as well as a certain degree of interdependence in performing work tasks, achieving goals, and outcomes (Kozlowski & Ilgen, 2006).”
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, background): “Latham (1987) refers to this team leadership role as the “inventor” and suggests that its function is responsible for creating new approaches or methods that are challenging to team members.”
Utility of OCB (2012, background): “As the nature of work in groups continues to change and become increasingly complex (Kozlowski & Ilgen, 2006), conceptual development in the OCB domain will rest at least in part on an understanding of the role of the operational context within which these behaviors are demonstrated and the impact…”
Self-Leadership: A Multilevel Review (2011, background): “Another approach to collective cognition is transactive memory systems, which capture the distribution of team members’ unique knowledge as well as a collective awareness of where unique knowledge in the team is stored (DeChurch & Mesmer-Magnus, 2010; Ellis, 2006; Kozlowski & Ilgen, 2006).”
Team-level predictors of innovation at work: a comprehensive meta-analysis spanning three decades of research. (2009, background): “Cohesion has a long history in psychology (Festinger, 1950; Lott & Lott, 1965; Seashore, 1954), and it is one of the most widely studied team characteristics (Kozlowski & Bell, 2003; Kozlowski & Ilgen, 2006).”
Feedback, a powerful lever in teams: A review (2012, methodology): “Feedback is applied in teams because it is believed to have an effect on their performance but also on the coordinated process through which they complete their tasks, bringing together their cognitive, affective, and behavioral resources (Bartram & Roe, 2008; Kozlowski & Ilgen, 2006).”
Mixing Individual Incentives and Group Incentives: Best of Both Worlds or Social Dilemma? (2011, background): “Perhaps seeking to capture the best of both worlds, researchers have often advocated compensation systems that contain elements of both individual and group incentives (DeMatteo, Eby, & Sundstrom, 1998; Heneman & von Hippel, 1995; Kozlowski & Ilgen, 2006; Welbourne & Gomez Mejia, 1995).”