Performance implications of leader briefings and team-interaction training for team adaptation to novel environments.
By M. Marks, Stephen J. Zaccaro, John E. Mathieu. Journal of Applied Psychology, 2000
728 citations recorded by the source corpus.
Subfields: Applied Psychology, Management Science and Operations Research, Social Psychology
View Paper: https://www.semanticscholar.org/paper/7f07eed0882fe644976df5102c5aa2affa022e59
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Applied Psychology
- Steve W. J. Kozlowski
- Daniel R. Ilgen
- Bradford S. Bell
- Leslie A. DeChurch
- Jessica Mesmer-Magnus
- Eduardo Salas
- Scott I. Tannenbaum
- S. Hannah
In Management Science and Operations Research
- Steve W. J. Kozlowski
- Eduardo Salas
- Leslie A. DeChurch
- John E. Mathieu
- Jessica Mesmer-Magnus
- Nancy J. Cooke
- Bruce J. Avolio
- D. S. Derue
In Social Psychology
- Steve W. J. Kozlowski
- D. van Knippenberg
- John E. Mathieu
- Leslie A. DeChurch
- Eduardo Salas
- Jessica Mesmer-Magnus
- Susan Mohammed
- Daniel R. Ilgen
Citations in the corpus
- Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, background): “For example, in an experimental study of undergraduate student teams engaged in a war-game simulation, Marks et al. (2000) found that leader communication in the form of sensemaking helped teams develop shared mental models, which, in turn, enhanced team performance, particularly when the team task…”
- Enhancing the Effectiveness of Team Science (2015, methodology): “Integrating many years of effort, Marks et al. (2001) developed a taxonomy of team behavioral processes focusing on three temporal phases: (1) transition involves preparation (e.”
- What makes a good team player? Personality and team effectiveness. (2006, background): “Communication is the primary vehicle through which task groups accomplish their goals (Marks et al., 2000).”
- Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states (2015, background): “…teams, because initiating and maintaining strategy discussions can be seen as part of the team leader’s role (Edmondson, Roberto, & Watkins, 2003; Marks et al., 2000; Schippers et al., 2008), it seems intriguing to examine the effects of guided reflexivity as initiated by the team leader.”
- The cognitive underpinnings of effective teamwork: a meta-analysis. (2010, methodology): “Marks et al. (2000) used a team interaction mental model to represent team members’ understanding of how they ought to sequence their tasks while performing a tank battle simulation task.”