Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future

By John E. Mathieu, M. Maynard, Tammy L. Rapp, Lucy L. Gilson. 2008

2,417 citations recorded by the source corpus.

Subfields: Information Systems and Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/ae71a1829d0a620d4b293e9f63b67957645ea5bc

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Citations in the corpus

Enhancing the Effectiveness of Team Science (2015, background): “The chapter then highlights those team process factors shown to influence team effectiveness (Ilgen et al., 2005; Kozlowski and Bell, 2003, 2013; Kozlowski and Ilgen, 2006; Mathieu et al., 2008), based on well-established research (i.”
Frameworks for developing impactful systematic literature reviews and theory building: What, Why and How? (2023, positive): “The input-mediator-outcome (IMO) framework (Ilgen et al., 2005; Mathieu et al., 2008) asserts that the relationship between inputs and outcomes is transmitted through important mediational influences (Yu et al., 2017).”
Team Exploratory and Exploitative Learning: Psychological Safety, Task Conflict, and Team Performance (2011, methodology): “In addition, and probably most important, existing instruments did not take into account the particularities and unique interpersonal dynamics of teams (Edmondson & Nembhard, 2009; Mathieu et al., 2008).”
Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “…have been conducted on structure and composition, with numerous quantitative and qualitative reviews published on the topic (Bell, 2007; Bell, Villado, Lukasik, Belau, & Briggs, 2011; Ilgen et al., 2005; Kozlowski & Ilgen, 2006; Mathieu et al., 2008; Morgeson & Humphrey, 2008; Stewart, 2006).”
Team viability for long-term and ongoing organizational teams (2011, background): “As a result, despite its inclusion in some team research (e.g., Balkundi & Harrison, 2006; Barrick, Stewart, Neubert, & Mount, 1998), team viability is understudied, suffers from terrible construct confusion, and is used as a generic term for multiple constructs (Mathieu et al., 2008).”
Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice (2012, background): “Indeed, Mathieu et al. (2008) urged researchers to devote more attention to the specific types of group processes that may emerge in different group contexts.”
Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance (2013, background): “While not exhaustive, our choices were driven by the dominant theories underlying diversity effects, the learning-oriented tasks the communities perform, and the global, virtual context in which the OCoPs operate, which have been argued to be the primary criteria when deciding on which constructs to”
The cognitive underpinnings of effective teamwork: a meta-analysis. (2010, background): “…in the team effectiveness literature: Three classes of emergent collective constructs (behavioral process, motivational states, and cognitive states) are uniquely important drivers of team effectiveness (Ilgen et al., 2005; Kozlowski & Bell, 2003; Kozlowski & Ilgen, 2006; Mathieu et al., 2008).”