MathieuJEWolfsonMAParkS. The evolution of work team research since Hawthorne. Am Psychol. 2018;73(4):308–321.
2.
SalasEDiazGranadosEKleinC, et al.Does team training improve team performance? A meta-analysis. Hum Factors. 2008;50(6):903–933.
3.
BisbeyTMReyesDLTraylorAMSalasE. Teams of psychologists helping teams: the evolution of the science of team training. Am Psychol. 2019;74(3):278–289.
4.
HughesAMGregoryMEJosephDL, et al.Saving lives: a meta-analysis of team training in healthcare. J Appl Psychol. 2016;101(9):1266–1304.
5.
WeaverSJDySMRosenMA. Team-training in healthcare: a narrative synthesis of the literature. BMJ Qual Saf. 2014;23(5):359–372.
6.
SalasE. Team Training Essentials: A Research-Based Guide. Routledge; 2015.
7.
Smith-JentschKASalasEBrannickMT. To transfer or not to transfer? Investigating the combined effects of trainee characteristics, team leader support, and team climate. J Appl Psychol. 2001;86(2):279–292.
8.
SalasETannenbaumSIKraigerKSmith-JentschKA. The science of training and development in organizations: what matters in practice. Psychol Sci Public Interest. 2012;13(2):74–101.
9.
SalasEShufflerMLThayerALBedwellWLLazzaraEH. Understanding and improving teamwork in organizations: a scientifically based practical guide. Hum Resour Manage. 2015;54(4):599–622.
10.
MarksMAMathieuJEZaccaroSJ. A temporally based framework and taxonomy of team processes. Acad Manage Rev. 2001;26(3):356–376.
11.
DeChurchLAMesmer-MagnusJR. The cognitive underpinnings of effective teamwork: a meta-analysis. J Appl Psychol. 2010;95(1):32–53.
12.
BellSTBrownSGColaneriAOutlandN. Team composition and the ABCs of teamwork. Am Psychol. 2018;73(4):349–362.
13.
BellSTVilladoAJLukasikMABelauLBriggsAL. Getting specific about demographic diversity variable and team performance relationships: a meta-analysis. J Manage. 2011;37(3):709–743.
14.
GruenfeldDHMannixEAWilliamsKYNealeMA. Group composition and decision making: how member familiarity and information distribution affect process and performance. Organ Behav Hum Decis Process. 1996;67(1):1–15.
15.
JacksonSEJoshiAErhardtNL. Recent research on team and organizational diversity: SWOT analysis and implications. J Manage. 2003;29(6):801–830.
16.
van KnippenbergDDe DreuCKWHomanAC. Work group diversity and group performance: an integrative model and research agenda. J Appl Psychol. 2004;89(6):1008–1022.
17.
RizzoJRHouseRJLirtzmanSI. Role conflict and ambiguity in complex organizations. Adm Sci Q. 1970;15(2):150–163.
18.
RubinIMBeckhardR. Factors influencing the effectiveness of health teams. Milbank Mem Fund Q. 1972;50(3):317–335.
19.
De RaeveLJansenNvan den BrandtPAVasseRMKantI. Risk factors for interpersonal conflicts at work. Scand J Work Environ Health. 2008;34(2):96–106.
20.
McCombSSimpsonV. The concept of shared mental models in healthcare collaboration. J Adv Nurs. 2014;70(7):1479–1488.
21.
RicoRSánchez-ManzanaresMGilFGibsonC. Team implicit coordination processes: a team knowledge–based approach. Acad Manage Rev. 2008;33(1):163–184.
22.
LockeEASmithKGErezMChahDOSchafferA. The effects of intra-individual goal conflict on performance. J Manage. 1994;20(1):67–91.
23.
JehnKA. A qualitative analysis of conflict types and dimensions in organizational groups. Adm Sci Q. 1997;42(3):530–557.
24.
de WitFRCGreerLLJehnKA. The paradox of intragroup conflict: a meta-analysis. J Appl Psychol. 2012;97(2):360–390.
25.
O’NeillTAAllenNJHastingsSE. Examining the “pros” and “cons” of team conflict: a team-level meta-analysis of task, relationship, and process conflict. Hum Perform. 2013;26(3):236–260.
26.
O’NeillTAMcLarnonMJHoffartGCWoodleyHJAllenNJ. The structure and function of team conflict state profiles. J Manage. 2018;44(2):811–836.
27.
JohnsonANguyenHGrothMWhiteL. Reaping the rewards of functional diversity in healthcare teams: why team processes improve performance. Group Organ Manag. 2018;43(3):440–474.
28.
JehnKABezrukovaK. The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes. Organ Behav Hum Decis Process. 2010;112(1):24–42.
29.
EdmondsonA. Psychological safety and learning behavior in work teams. Adm Sci Q. 1999;44(2):350–383.
30.
EdmondsonACLeiZ. Psychological safety: the history, renaissance, and future of an interpersonal construct. Annu Rev Organ Psychol Organ Behav. 2014;1(1):23–43.
31.
FrazierMLFainshmidtSKlingerRLPezeshkanAVrachevaV. Psychological safety: a meta-analytic review and extension. Pers Psychol. 2017;70(1):113–165.
32.
NembhardIMEdmondsonAC. Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. J Organ Behav. 2006;27(7):941–966.
33.
Page-CutraraKTurkM. Impact of prebriefing on competency performance, clinical judgment and experience in simulation: an experimental study. Nurse Educ Today. 2017;48:78–83.
34.
PiccianoAWinterRO. Benefits of huddle implementation in the family medicine center. Fam Med. 2013;45(7):501–504.
35.
RohYSAhnJWKimEKimJ. Effects of prebriefing on psychological safety and learning outcomes. Clin Simul Nurs. 2018;25:12–19.
36.
AllenJAReiter-PalmonRCroweJScottC. Debriefs: teams learning from doing in context. Am Psychol. 2018;73(4):504–516.
37.
DunnAMScottCAllenJABonillaD. Quantity and quality: increasing safety norms through after action reviews. Hum Relat. 2016;69(5):1209–1232.
38.
KeiserNLArthurW. A meta-analysis of the effectiveness of the after-action review (or debrief) and factors that influence its effectiveness [published online August 27, 2020]. J Appl Psychol. 2020.
39.
TannenbaumSICerasoliCP. Do team and individual debriefs enhance performance? A meta-analysis. Hum Factors. 2013;55(1):231–245.
40.
KleinCDiazGranadosDSalasE, et al.Does team building work?Small Group Res. 2009;40(2):181–222.
41.
ShufflerMLDiazGranadosDSalasE. There’s a science for that: team development interventions in organizations. Curr Dir Psychol Sci. 2011;20(6):365–372.
42.
BullerPFBellCH. Effects of team building and goal setting on productivity: a field experiment. Acad Manage J. 1986;29(2):305–328.
43.
HackmanJRWagemanR. A theory of team coaching. Acad Manage Rev. 2005;30(2):269–287.
44.
CarmeliAReiter-PalmonRZivE. Inclusive leadership and employee involvement in creative tasks in the workplace: the mediating role of psychological safety. Creat Res J. 2010;22(3):250–260.
45.
WalumbwaFOSchaubroeckJ. Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. J Appl Psychol. 2009;94(5):1275–1286.
46.
HuYZhuLZhouM, et al.Exploring the influence of ethical leadership on voice behavior: how leader-member exchange, psychological safety and psychological empowerment influence employees’ willingness to speak out. Front Psychol. 2018;9:1718.
