Effective Teamwork: Practical Lessons from Organizational Research

By M. West. 2004

390 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/38ce4df248199071623214a2a6548496fb1ad8db

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Citations in the corpus

Recent developments in reflexivity research: A review (2009, background): “…quickly and effectively in the fast-changing environments, they enable organizations to develop and deliver products and services quickly and cost effectively, enable organizations to learn, and promote positive outcomes such as creativity, innovation, etc. (Cohen & Bailey, 1997; West, 2004).”
Understanding team adaptation: a conceptual analysis and model. (2006, background): “Team learning also involves members jointly reflecting about their team processes and behaviors (West, 2004).”
A Double-Edged Sword? Exploring the Curvilinear Relationship Between Organizational Tenure Diversity and Team Innovation: The Moderating Role of Team-Oriented HR Practices (2009, background): “…team members’ motivation to engage in the teamwork and to improve members’ teamwork skills and abilities (e.g., Bondarouk & Looise, 2005; Bredin & Soderlund, 2006; Cabrales, Medina, Lavado, & Cabrera, 2008; Hollenbeck et al., 2004; Jehn & Bezrukova, 2004; Leede & Looise, 2005; West, 2004).”
Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate (2017, background): “West (2004) suggested that if the leader shares with the team members his idea and information in the decision-making process, the team members are more likely to acknowledge their responsibility in the team, consequently improving team performance.”
Beyond Interpersonal Competence: Teaching and Learning Professional Skills in Sustainability (2017, background): “Collaborative teamwork results in high-quality task delivery (task effectiveness) by co-creating a stimulating and healthy work environment (social process effectiveness) [33].”
Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings (2018, background): “However, given the importance of innovation for organizational viability, it is puzzling how little is known about how employee innovative behavior is reflected in supervisory appraisals (West, 2012).”
Team viability for long-term and ongoing organizational teams (2011, background): “…researchers based their definition on Hackman’s (1987) or Sundstrom et al.’s (1990) conceptualizations (Phillips, 2001; Romero & Pescosolido, 2008), while others added components to the definition (e.g., Aubé & Rousseau, 2005; Balkundi & Harrison, 2006), or created their own (e.g., West, 2004).”
The Internal and External Networks of Knowledge-Intensive Teams (2013, background): “Among moderately trusting teammates, self-censoring of such behaviors may be less likely, allowing the team to reap their benefits (e.g., see West, 2004).”