A Configural Theory of Team Processes: Accounting for the Structure of Taskwork and Teamwork

By Eean R. Crawford, Jeffrey LePine. 2013

314 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/eb9eb37fd4f0030aa499675cc1ca2aed94bb2ab3

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Citations in the corpus

Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity (2016, background): “Although only fairly recently explicitly integrated into the study of team processes (Crawford & LePine, 2013; Katz, Lazer, Arrow, & Contractor, 2004), the study of heterogeneity in member interactions from a social networks perspective has probably the longest tradition among the streams of…”
Microdynamics in diverse teams: A review and integration of the diversity and stereotyping literatures (2017, background): “…diversity increases the external network of a team, thereby increasing its potential access to external knowledge, while simultaneously decreasing the team’s internal network density, thereby making it more difficult for the team to integrate this knowledge (cf. Crawford & LePine, 2013).”
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations (2016, background): “As a result, the unique influences of individual team members or relationships between team members are obscured when using the aggregation approach (Crawford & LePine, 2013; Mathieu, Maynard, Rapp, & Gilson, 2008; Murase, Doty, Wax, DeChurch, & Contractor, 2012).”
Voice Flows to and around Leaders (2013, background): “If different targets are more or less likely to hear about issues with greater or lesser possible impact (reflecting instrumentality and information value), then an approach that simultaneously captures multiple distinct voice flows is needed to more fully understand the link between voice and unit ”
Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “, 2008), with one view suggesting that it motivates team members to work harder (Crawford and LePine, 2012) and a contrasting view believing that it discourages members from working together and undermines the collective performance (Zhang et al.”
Once upon a time (2016, background): “In contrast, a compilational or patterned view of team process is needed (Crawford & LePine, 2013).”
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, background): “…2010; Lord, Hannah, et al., 2011) can escalate upwards to constrain more aggregate level phenomena, such as group complexity (Hannah et al., 2011), team dynamics (Crawford & LePine, 2013), and even organizational human capital (Ployhart & Moliterno, 2011), which change on a moment-to-moment basis.”
Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “…personality, diversity, and competencies) and (b) team context inputs (e.g. task requirements, technology, and training), or about a variety of mechanisms, processes, or emergent states (Crawford & LePine, 2013; Ilgen, Hollenbeck, Johnson, & Jundt, 2005; Mathieu, Maynard, Rapp, & Gilson, 2008).”
Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, methodology): “…to TMT functioning and performance is the presence of knowledge-based faultlines – defined as the alignment of team members’ experiential characteristics that splits the team into homogeneous subgroups of knowledge and expertise (Bezrukova, Jehn, Zanutto & Thatcher, 2009; Crawford & LePine, 2013).”
Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance (2014, unknown): “Here we take both of these potentially complementary network characteristics into account and examine how they together shape team potency and performance (cf. Crawford & Lepine, 2013; Zhang & Peterson, 2011).”
A Review and Integration of Team Composition Models (2014, methodology): “In effect, this approach advocates a network style model of team composition where it becomes important to understand the interrelationships of positions or roles in the team (Crawford & LePine, 2013).”