The cognitive underpinnings of effective teamwork: a meta-analysis.

By Leslie A. DeChurch, Jessica Mesmer-Magnus. Journal of Applied Psychology, 2010

972 citations recorded by the source corpus.

Subfields: General Agricultural and Biological Sciences, Management, Monitoring, Policy and Law

View Paper: https://www.semanticscholar.org/paper/f5bbfdf33d6fbbbd9f6614894c5151dcaa42623e

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Citations in the corpus

Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states (2015, background): “Indeed, teams with shared mental models tend to perform better (Moreland, 1999; for a meta-analysis see DeChurch & Mesmer-Magnus, 2010).”
Self-Leadership: A Multilevel Review (2011, background): “Another approach to collective cognition is transactive memory systems, which capture the distribution of team members’ unique knowledge as well as a collective awareness of where unique knowledge in the team is stored (DeChurch & Mesmer-Magnus, 2010; Ellis, 2006; Kozlowski & Ilgen, 2006).”
Team viability for long-term and ongoing organizational teams (2011, background): “…De Meuse, & Futrell, 1990), research and meta-analyses primarily focused on the outcomes of team performance and team satisfaction (e.g., Beal, Cohen, Burke, & McLendon, 2003; Bell, 2007; DeChurch & Mesmer-Magnus, 2010; De Dreu & Weingart, 2003; LePine et al., 2008; cf. Balkundi & Harrison, 2006).”
Measuring Resilience (2017, background): “The empirical research that has revealed the activities in team collaboration and interdependence has been given by Burke, Stagl, Salas, Pierce, and Kendall (2006); Cooke, Salas, Kiekel, and Bell (2004); DeChurch and Mesmer-Magnus (2010); Johnson et al. (2014); LePine, Piccolo, Jackson, Mathieu, and”
Entrepreneurial Team Cognition: A Review (2015, neutral): “In particular, DeChurch and Mesmer-Magnus (2010) define team cognition as an emergent state that refers to ‘the manner in which knowledge important to team functioning is mentally organized, represented, and distributed within the team and allows team members to anticipate and execute actions’…”
Interactive Team Cognition (2013, methodology): “However, we came to realize that aggregating individual knowledge (whether through composition or compilation; DeChurch & Mesmer-Magus, 2010b; Kozlowski & Klein, 2000), rather than taking team interaction as the fundamental unit of analysis, provided inconsistent and unsatisfying explanations of…”
Updates in Human-AI Teams: Understanding and Addressing the Performance/Compatibility Tradeoff (2019, background): “It might be expected that improvements in the performance of AI systems lead to stronger team performance, but, as with human groups, individual ability is only one of many factors that affect team effectiveness (DeChurch and Mesmer-Magnus 2010; Grosz 1996).”
Distributed Cognition in Top Management Teams and Organizational Ambidexterity (2017, background): “This finding is consistent with the insight that “team cognition serves as a structure that guides team members’ behaviors” (DeChurch & Mesmer-Magnus, 2010: 34).”
Advancing Multilevel Research Design (2013, background): “…Goodwin, Salas, & Cannon-Bowers, 2000), leadership (DeChurch & Marks, 2006), and training (Liang, Moreland, & Argote, 1995; Marks, Sabella, Burke, & Zaccaro, 2002) to team effectiveness outcomes such as team performance and viability (DeChurch & Mesmer-Magnus, 2010a, 2010b; K. Lewis, 2004).”
Effects of team knowledge management on the creativity and financial performance of organizational teams (2012, background): “Due to the focus of existing studies on the process of acquiring and sharing team knowledge, the literature has provided insufficient information on the function of knowledge content in teams (cf. DeChurch & Mesmer-Magnus, 2010).”