Reflexivity, revolution and innovation in work teams

By M. West. 2000

354 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b4050c7cfad2f909918885b83591efdf1855c23e

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Citations in the corpus

6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, background): “A closely related stream of research studies team reflexivity, “the extent to which teams reflect upon and modify their functioning” (Schippers, Den Hartog, & Koopman, in press; West, 1996, 2000).”
A multilevel model of transformational leadership, affect, and creative process behavior in work teams (2015, background): “These facilitative leadership behaviors are in turn likely to instill an overarching vision for a team's continuous learning, adaptation, and reflection (West, 2000).”
Team‐based reward allocation structures and the helping behaviors of outcome‐interdependent team members (2009, background): “Given the impact of team learning (West, 2000) and absorptive capacity (Cohen and Levinthal, 1990; Huber, 1999) on team performance (Ellis, 2006), the performance implications of group-based pay may have as much to do with the type of help members provide to one another (i.”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, background): “…we propose that board reﬂexivity entails a reduced reliance on heuristic cues and is likely to foster a reframing of cognitive representations toward a shared frame of reference among board members (cf. Schippers, Den Hartog, Koopman, & van Knippenberg, 2008; van Ginkel et al., 2009; West, 2000).”
Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes (2013, unknown): “In teams, experiential learning is especially effective for members to learn from mistakes (Carter and West, 1998; West, 2000; Tjosvold et al., 2004).”
How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity (2017, background): “Accordingly, the primary goal of this study is to explain how authentic leaders foster heightened team performance through the stimulation of a specific team regulatory process; namely team reflexivity (West, 2000).”
Antecedents and consequences of reflexivity in new product idea screening (2011, background): “It ‘‘includes behaviors such as questioning, planning, exploratory learning, analysis, diverse exploration, making use of knowledge explicitly, learning at a meta-level, and reviewing past events with self-awareness’’ (West, 2000, p. 559).”
Validating the organizational climate measure: links to managerial practices, productivity and innovation (2005, background): “…organization is responsive to the needs of the customer and the marketplace in general (Kiesler & Sproull, 1982; West & Farr, 1990); reflexivity—a concern with reviewing and reflecting upon objectives, strategies, and work processes, in order to adapt to the wider environment (West, 1996, 2000).”
Group cognition, membership change, and performance: Investigating the benefits and detriments of collective knowledge ☆ (2007, unknown): “The research on reflexivity and group processes (Gurtner, Tschan, Semmer, & Nagele, 2007; West, 2000) suggests that focusing the oldtimers’ attention on the TMS structure and its relevance might allow for greater accommodation of the newcomer while still allowing the group to leverage its…”
Recent developments in reflexivity research: A review (2009, background): “West (2000) expects that conflicts are likely to induce reflective behavior.”
Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states (2015, methodology): “According to West (2000), action or adaptation refers to goal-directed behaviours that can help to achieve the changes in team objectives, strategies, and processes that the team has identified as desirable during the reflection stage.”
Reflexivity in Teams: A Measure and Correlates (2005, background): “Adaptations carried out by the team lead to new information, which can lead to further reflection, planning and adaptation as an iterative and ongoing process (West, 2000).”