Despite the potential contribution of team viability to understanding the effectiveness of organizational teams, construct confusion and inconsistencies between researchers' conceptualizations and operationalizations limit the usefulness of team viability. We sought to clarify team viability as a construct and (re)define it in terms that provide a unique and meaningful contribution to understanding the effectiveness of long-term and ongoing organizational teams. Team viability is defined as a team’s capacity for the sustainability and growth required for success in future performance episodes. We discuss how team viability differs from and relates to constructs such as team satisfaction, team performance, and team cohesion, and outline boundary conditions within which team viability may be relevant and important.
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