Understanding team adaptation: a conceptual analysis and model.

By C. Shawn Burke, Kevin C. Stagl, Eduardo Salas, Linda G. Pierce, D. Kendall. Journal of Applied Psychology, 2006

804 citations recorded by the source corpus.

Subfields: Control and Systems Engineering, Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/34cc6f7843051fc01c9c15f499b8b2bd2adb5b76

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Control and Systems Engineering

In Management Science and Operations Research

In Social Psychology

Citations in the corpus

Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness (2010, background): “Indeed, the management of the team functioning by the team members is likely to strengthen their ability to prevent or respond to changing demands within their environment (Burke et al., 2006).”
Team viability for long-term and ongoing organizational teams (2011, background): “The extent that team viability and current team performance are related may be a function of the adaptation (Burke et al., 2006) required by team members from one performance episode to the next.”
Understanding User Revisions When Using Information Systems Features: Adaptive System Use and Triggers (2012, background): “Facilitating conditions provide necessary resources and support and thus make ASU behavior more controllable and achievable.”
Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states (2015, methodology): “, 2009), at the expense of shared team knowledge (Burke et al., 2006; Ilgen et al., 2005).”
From social context and resilience to performance through job satisfaction: A multilevel study over time (2016, background): “In fact, in the past two decades, teamwork has become the common choice when organizations restructure their workforces to achieve greater flexibility (Burke et al., 2006), productivity and motivation (Li et al.”
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014, background): “Psychological safety may moderate relationships between antecedents such as goal clarity or need for learning, and learning or performance outcomes (Burke et al. 2006, Edmondson 2004; B. Sanner & B. Bunderson, unpublished manuscript).”
Performance Adaptation (2014, background): “Burke et al. (2006) and Rosen et al. (2011) instead focus attention on identifying the elements of the adaptation process that occur after a change is presented. future research will benefit from taking an integrative perspective that unites both of these foci.”
The cognitive underpinnings of effective teamwork: a meta-analysis. (2010, background): “Important temporal considerations include performance episodes (Marks et al., 2001), dynamic cognition (Rico et al., 2008), and adaptive team performance outcomes (Burke, Stagl, Salas, Pierce, & Kendall, 2006; Kozlowski, Gully, Nason, & Smith, 1999).”