A META‐ANALYSIS OF TEAMWORK PROCESSES: TESTS OF A MULTIDIMENSIONAL MODEL AND RELATIONSHIPS WITH TEAM EFFECTIVENESS CRITERIA

By J. Lépine, Ronald F. Piccolo, Christine L. Jackson, John E. Mathieu, J. R. Saul. 2008

936 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/cfe1f73f279d444cde8a818954b98023502b5aa6

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. David M. Mayer
2. Rebecca L. Greenbaum
3. D. van Knippenberg
4. Lindred L. Greer
5. John E. Mathieu
6. Stephen E. Humphrey
7. J. Hollenbeck
8. Leslie A. DeChurch

In Social Psychology

1. D. van Knippenberg
2. John E. Mathieu
3. Steve W. J. Kozlowski
4. Stephen E. Humphrey
5. Thomas A. O'Neill
6. J. Hollenbeck
7. Leslie A. DeChurch
8. Suzanne T. Bell

In Sociology and Political Science

1. Lindred L. Greer
2. D. van Knippenberg
3. David M. Mayer
4. Thomas A. O'Neill
5. Rebecca L. Greenbaum
6. J. Hollenbeck
7. Likoebe Mohau Maruping
8. Steve W. J. Kozlowski

Citations in the corpus

• Flow experience and team performance: The role of team goal commitment and information exchange (2013, neutral): “Team size (i.e., the total number of members in each team) is considered in this study as a potential control variable because it may have a confounding effect by influencing both team functioning and outcomes (e.g., Curral et al. 2001; LePine et al. 2008).”
• Collective Dynamics of Citizenship Behaviour: What Group Characteristics Promote Group-Level Helping? (2009, neutral): “, 2008) and quantitative review (LePine et al., 2008) of the team literature also indicated that team processes represent various facets of task or interpersonal processes, and researchers tend to examine effects of composite measures involving multiple processes.”
• Embracing Complexity: Reviewing the Past Decade of Team Effectiveness Research (2019, neutral): “In the past decade, scholars such as LePine et al. (2008) have verified frameworks with which to better look at team processes.”
• Advancing Multilevel Research Design (2013, background): “, 2012) Action and transition (LePine et al., 2008; Marks et al., 2001) Action regulation (DeShon et al.”
• A Cross-Level Test of Empowerment and Process Influences on Members’ Informal Learning and Team Commitment (2015, methodology): “…have been examined and found to relate significantly to a variety of team outcomes such as performance and emergent states (e.g., cohesion, potency), in both individual studies (e.g., De Dreu & West, 2001; Johnson et al., 2006; Tesluk & Mathieu, 1999) and in meta-analysis (LePine et al., 2008).”
• Beyond Team Types and Taxonomies: A Dimensional Scaling Conceptualization for Team Description (2012, methodology): “For example, LePine et al. (2008) differentiated small teams from large teams, where they used the raw number of core team members as the measure of team size.”
• Team viability for long-term and ongoing organizational teams (2011, background): “Measures typically focus on team member’s satisfaction with the team aggregated to the team level (De Dreu & Weingart, 2003; LePine et al., 2008).”
• Linking trust and collaboration in project teams to project management success (2018, background): “…addition, the interplay of situation-appropriate teamwork, communication, synchronicity and coordination has also been found to increase 437 in project teams collaboration in the project which is a factor of team performance (Chiocchio et al., 2011a; Kozlowski and Bell, 2003; LePine et al., 2008).”