Work Groups and Teams in Organizations

By Steve W. J. Kozlowski, Bradford S. Bell. 2003

1,719 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/dc1ec708da560594ee238506bff6b10088b71d6d

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

In Social Psychology

In Sociology and Political Science

Citations in the corpus

A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance (2006, background): “As predicted by Kozlowski and Bell (2003), larger team size is more helpful for management and project teams.”
Shared leadership in teams: An investigation of antecedent conditions and performance (2007, background): “vertical leadership needs to be abandoned in favor of shared leadership; rather, these two important sources of team leadership should be studied in combination (Kozlowski & Bell, 2003).”
Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review. (2011, positive): “Although team performance is more than the simple aggregation of the individual performance of team members (Kozlowski & Bell, 2003), scholars have proposed that empowerment shares similar meanings and functional relationships at the individual and team levels (Chen, Kirkman, et al., 2007; Kirkman…”
Bridging the gap between I/O research and HR practice: Improving team composition, team training, and team task design (2004, background): “Without task interdependence between members, a collection of individuals serves more as a group than as a team (Kozlowski & Bell, 2003).”
Transactive Memory Systems (2008, background): “Knowing that a person has gained specific information, had access to it for a long period of time, or accessed it recently, can all further serve as a basis for expertise inferences.”
Personality and teamwork behavior in context: The cross‐level moderating role of collective efficacy (2011, background): “…observed that despite the enormous body of literature on teams, there is still a sizable gap in our knowledge of the role that team-level contextual factors play in shaping team processes and performance (e.g., Ilgen et al., 2005; Kozlowski & Bell, 2003; Mathieu, Maynard, Rapp, & Gilson, 2008).”
A Multilevel View of Intragroup Conflict (2008, background): “To paraphrase Kozlowski and Bell (2003), teams do not think and feel, individuals do.”
Individual autonomy in work teams: The role of team autonomy, self-efficacy, and social support (2006, background): “An issue within this theme that has received considerable attention is group or team autonomy and its effects on performance and other outcomes of group work (Guzzo & Dickson, 1996; Kozlowski & Bell, 2003; Langfred, 2000, 2004; van Mierlo, Rutte, Kompier, & Seinen, 2001).”
A Review and an Integration of Frameworks (2012, background): “When the level of task interdependence is high, teamwork behaviors are likely to improve team performance because task accomplishment requires interaction among team members (Kozlowski & Bell, 2003).”
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).”
Interactive Effects of Team and Task Shared Mental Models as Related to Air Traffic Controllers' Collective Efficacy and Effectiveness (2009, background): “Indeed, Kozlowski and Bell (2003) noted, “there needs to be a common foundation to foster shared judgments of future effectiveness” (p. 351).”
Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures (2021, background): “Collective performance behaviors also differ in their nature, including teamwork behaviors and taskwork behaviors (Kozlowski & Bell, 2013).”
Does Team Training Improve Team Performance? A Meta-Analysis (2008, background): “Kozlowski and Bell (2003) summarized these mixed results, concluding that the benefits of larger teams are dependent on the nature of the task and the team’s environment.”
Advancing research on team process dynamics (2015, background): “We really do not understand team process phenomena because their dynamics are largely unstudied (Cronin et al., 2011; Kozlowski & Bell, 2003).”