Teams in the wild are not extinct,but challenging to research: A guide for conducting impactful team field research with 10 recommendations and 10 best practices

Abstract

While there is no shortage of calls for research to study management concepts within organizations, there is far too little guidance on how to accomplish this feat. Conducting research in the field is especially important within the domain of organizational team research. Accordingly, we seek to provide an understanding of the current state of the organizational team field research literature and highlight recommendations and best practices. As such, we identified 10 recommendations and 10 best practices through three methods: (1) a literature review, (2) a survey of individuals who have published team field research, as well as some of the most impactful scholars investigating organizational team phenomenon, and (3) a set of interviews with practitioners in positions that can grant field access to researchers. By implementing this multi-pronged approach, we were able to incorporate multiple stakeholder voices so as to fully understand the value and ideal process for scientist-practitioner endeavors.

Keywords

groups/teams statistics/methods literature review

Get full access to this article

View all access options for this article.

References

Aguinis

Gottfredson

R. K.

Culpepper

S. A.

(2013). Best-practice recommendations for estimating cross-level interaction effects using multilevel modeling. Journal of Management, 39(6), 1490–1528.

Ahuja

Khan

Tahir

Wang

Symonette

Pan

Stacey

Engel

(2020, July 6–10). Machine learning and student performance in teams [Conference session]. International Conference on Artificial Intelligence in Education, Ifrane, Morocco.

Antons

Grünwald

Cichy

Salge

T. O.

(2020). The application of text mining methods in innovation research: Current state, evolution patterns, and development priorities. R&D Management, 50(3), 329–351.

Baruch

Holtom

B. C.

(2008). Survey response rate levels and trends in organizational research. Human Relations, 61(8), 1139–1160.

Becker

W. J.

Cropanzano

(2015). Good acting requires a good cast: A meso-level model of deep acting in work teams. Journal of Organizational Behavior, 36(2), 232–249.

Bell

S. T.

(2007). Deep-level composition variables as predictors of team performance: A meta-analysis. Journal of Applied Psychology, 92(3), 595–615.

Bell

S. T.

Villado

A. J.

Lukasik

M. A.

Belau

Briggs

A. L.

(2011). Getting specific about demographic diversity variable and team performance relationships: A meta-analysis. Journal of Management, 37(3), 709–743.

Besharov

M. L.

(2014). The relational ecology of identification: How organizational identification emerges when individuals hold divergent values. Academy of Management Journal, 57(5), 1485–1512.

Bliese

P. D.

(1998). Group size, ICC values, and group-level correlations: A simulation. Organizational Research Methods, 1(4), 355–373.

10.

Burke

C. S.

Stagl

K. C.

Klein

Goodwin

G. F.

Salas

Halpin

S. M.

(2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17(3), 288–307.

11.

Burke

M. J.

Cohen

Doveh

Smith-Crowe

(2018). Central tendency and matched difference approaches for assessing interrater agreement. Journal of Applied Psychology, 103(11), 1198.

12.

Campbell

D. T.

Fiske

D. W.

(1959). Convergent and discriminant validation by the multitrait-multimethod matrix. Psychological Bulletin, 56(2), 81–105.

13.

Cannon-Bowers

J. A.

Bowers

(2011). Team development and functioning. In Zedeck

(Ed.), APA handbooks in psychology. APA handbook of industrial and organizational psychology, Vol. 1. Building and developing the organization (pp. 597–650). American Psychological Association.

14.

Christian

J. S.

Christian

M. S.

Pearsall

M. J.

Long

E. C.

(2017). Team adaptation in context: An integrated conceptual model and meta-analytic review. Organizational Behavior and Human Decision Processes, 140, 62–89.

15.

Cohen

S. G.

Bailey

D. E.

(1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290.

16.

Conroy

Gupta

(2016). Team pay-for-performance: The devil is in the details. Group & Organization Management, 41(1), 32–65.

17.

Cook

A. S.

Zill

Meyer

(2019). Observing leadership as behavior in teams and herds—An ethological approach to shared leadership research. The Leadership Quarterly, 31(2).

18.

Crawford

E. R.

Reeves

C. J.

Stewart

G. L.

Astrove

S. L.

(2019). To link or not to link? Multiple team membership and unit performance. Journal of Applied Psychology, 104(3), 341.

19.

Davison

R. B.

Hollenbeck

J. R.

Barnes

C. M.

Sleesman

D. J.

Ilgen

D. R.

(2012). Coordinated action in multiteam systems. Journal of Applied Psychology, 97(4), 808–824.

20.

DeChurch

Mesmer-Magnus

(2010). The cognitive underpinnings of effective teamwork: A meta-analysis. Journal of Applied Psychology, 95(1), 32–53.

21.

D’Innocenzo

Mathieu

J. E.

Kukenberger

M. R.

(2016). A meta-analysis of different forms of shared leadership–team performance relations. Journal of Management, 42(7), 1964–1991.

22.

Edmondson

A. C.

(2012). Teamwork on the fly. Harvard Business Review, 90(4), 72–80.

23.

*Ericsson

K. A.

Hoffman

R. R.

Kozbelt

Williams

A. M.

(Eds.). (2018). The Cambridge handbook of expertise and expert performance. Cambridge University Press.

24.

*Fischer

McDonnell

Orasanu

(2007). Linguistic correlates of team performance: Toward a tool for monitoring team functioning during space missions. Aviation, Space, and Environmental Medicine, 78(5), B86–B95.

25.

Gilson

L. L.

Maynard

M. T.

Jones Young

N. C.

Vartiainen

Hakonen

(2015). Virtual teams research: 10 years, 10 themes, and 10 opportunities. Journal of Management, 41(5), 1313–1337.

26.

Goldstein

(2011). Multilevel statistical models (Vol. 922). John Wiley & Sons.

27.

Hackman

J. R.

(1990). Groups that work (and those that don’t): Creating conditions for effective teamwork (1st ed.). Jossey-Bass.

28.

Hertel

Geister

Konradt

(2005). Managing virtual teams: A review of current empirical research. Human Resource Management Review, 15(1), 69–95.

29.

(2020, January 7). Key benchmarks from ATD’s 2019 state of the industry. Association for Talent Development. https://www.td.org/insights/key-benchmarks-from-atds-state-of-the-industry

30.

Hoch

J. E.

Dulebohn

J. H.

(2017). Team personality composition, emergent leadership and shared leadership in virtual teams: A theoretical framework. Human Resource Management Review, 27(4), 678–693.

31.

Horwitz

S. K.

Horwitz

I. B.

(2007). The effects of team diversity on team outcomes: A meta-analytic review of team demography. Journal of Management, 33(6), 987–1015.

32.

Jackson

S. E.

Joshi

Erhardt

N. L.

(2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29(6), 801–830.

33.

James

L. R.

Demaree

R. G.

Wolf

(1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85–98.

34.

Jick

T. D.

(1979). Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, 24(4), 602–611.

35.

*Joshi

Knight

A. P.

(2015). Who defers to whom and why? Dual pathways linking demographic differences and dyadic deference to team effectiveness. Academy of Management Journal, 58(1), 59–84.

36.

*Kalish

Luria

Toker

Westman

(2015). Till stress do us part: On the interplay between perceived stress and communication network dynamics. Journal of Applied Psychology, 100(6), 1737.

37.

*Kim

Kim

Han

Jackson

S. E.

Ployhart

R. E.

(2017). Multilevel influences on voluntary workplace green behavior: Individual differences, leader behavior, and coworker advocacy. Journal of Management, 43(5), 1335–1358.

38.

*Kistruck

G. M.

Lount

R. B.

Jr Smith

B. R.

Bergman

B. J.

Jr Moss

T. W.

(2016). Cooperation vs. competition: Alternative goal structures for motivating groups in a resource scarce environment. Academy of Management Journal, 59(4), 1174–1198.

39.

Köhler

Cortina

J. M.

(2019). Play it again, Sam! An analysis of constructive replication in the organizational sciences. Journal of Management. https://doi.org/10.1177/0149206319843985.

40.

*Kolbe

Grote

Waller

M. J.

Wacker

Grande

Burtscher

M. J.

Spahn

D. R.

(2014). Monitoring and talking to the room: Autochthonous coordination patterns in team interaction and performance. Journal of Applied Psychology, 99(6), 1254.

41.

*Koopmann

Lanaj

Wang

Zhou

Shi

(2016). Nonlinear effects of team tenure on team psychological safety climate and climate strength: Implications for average team member performance. Journal of Applied Psychology, 101(7), 940.

42.

Kreft

I. G.

de Leeuw

(1998). Introducing multilevel modeling. SAGE.

43.

*Kukenberger

M. R.

Mathieu

J. E.

Ruddy

(2015). A cross-level test of empowerment and process influences on members’ informal learning and team commitment. Journal of Management, 41(3), 987–1016.

44.

*Kulkarni

(2015). Language-based diversity and faultlines in organizations. Journal of Organizational Behavior, 36(1), 128–146.

45.

*Kuypers

Guenter

van Emmerik

(2018). Team turnover and task conflict: A longitudinal study on the moderating effects of collective experience. Journal of Management, 44(4), 1287–1311.

46.

Lacerenza

C. N.

Marlow

S. L.

Tannenbaum

S. I.

Salas

(2018). Team development interventions: Evidence-based approaches for improving teamwork. American Psychologist, 73(4), 517–531.

47.

Lacerenza

C. N.

Sonesh

S. C.

(2016). What makes an expert team? A decade of research. In Atinc

(Ed.), Academy of Management proceedings (Vol. 2016, No. 1, p. 17915). Academy of Management.

48.

*Lang

J. W.

Bliese

P. D.

de Voogt

(2018). Modeling consensus emergence in groups using longitudinal multilevel methods. Personnel Psychology, 71(2), 255–281.

49.

Lapierre

L. M.

Matthews

R. A.

Eby

L. T.

Truxillo

D. M.

Johnson

R. E.

Major

D. A.

(2018). Recommended practices for academics to initiate and manage research partnerships with organizations. Industrial and Organizational Psychology, 11(4), 543–581.

50.

*Larson

Wojcik

Gokhman

DeChurch

Bell

Contractor

(2019). Team performance in space crews: Houston, we have a teamwork problem. Acta Astronautica, 161, 108–114.

51.

*Lehmann-Willenbrock

Allen

J. A.

(2014). How fun are your meetings? Investigating the relationship between humor patterns in team interactions and team performance. Journal of Applied Psychology, 99(6), 1278.

52.

*Leon

G. R.

Venables

N. C.

(2015). Fearless temperament and overconfidence in an unsuccessful special forces polar expedition. Aerospace Medicine and Human Performance, 86(6), 567–570.

53.

*Li

A. N.

Liao

(2014). How do leader–member exchange quality and differentiation affect performance in teams? An integrated multilevel dual process model. Journal of Applied Psychology, 99(5), 847.

54.

*Li

A. N.

Liao

Tangirala

Firth

B. M.

(2017). The content of the message matters: The differential effects of promotive and prohibitive team voice on team productivity and safety performance gains. Journal of Applied Psychology, 102(8), 1259.

55.

*Li

Rubenstein

A. L.

Lin

Wang

Chen

(2018). The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment. Personnel Psychology, 71(3), 369–397.

56.

*Li

Chiaburu

D. S.

Kirkman

B. L.

(2017). Cross-level influences of empowering leadership on citizenship behavior: Organizational support climate as a double-edged sword. Journal of Management, 43(4), 1076–1102.

57.

*Li

Zhao

H. H.

Walter

S. L.

Zhang

X. A.

(2015). Achieving more with less: Extra milers’ behavioral influences in teams. Journal of Applied Psychology, 100(4), 1025.

58.

*Liden

R. C.

Wayne

S. J.

Liao

Meuser

J. D.

(2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434–1452.

59.

Lim

B. C.

Klein

K. J.

(2006). Team mental models and team performance: A field study of the effects of team mental model similarity and accuracy. Journal of Organizational Behavior, 27(4), 403–418.

60.

*Lin

Leung

(2014). What signals does procedural justice climate convey? The roles of group status, and organizational benevolence and integrity. Journal of Organizational Behavior, 35(4), 464–488.

61.

*Liu

Chen

X. P.

Holley

(2017). Help yourself by helping others: The joint impact of group member organizational citizenship behaviors and group cohesiveness on group member objective task performance change. Personnel Psychology, 70(4), 809–842.

62.

*Liu

Hernandez

Wang

(2014). The role of leadership and trust in creating structural patterns of team procedural justice: A social network investigation. Personnel Psychology, 67(4), 801–845.

63.

*Liu

Gong

Liu

(2014). When do business units benefit more from collective citizenship behavior of management teams? An upper echelons perspective. Journal of Applied Psychology, 99(3), 523.

64.

*Liu

Tangirala

Lam

Chen

Jia

R. T.

Huang

(2015). How and when peers’ positive mood influences employees’ voice. Journal of Applied Psychology, 100(3), 976.

65.

*Lu

Leung

Savani

Morris

M. W.

(2018). When can culturally diverse teams be more creative? The role of leaders’ benevolent paternalism. Journal of Organizational Behavior, 39(4), 402–415.

66.

*Luksyte

Avery

D. R.

Yeo

(2015). It is worse when you do it: Examining the interactive effects of coworker presenteeism and demographic similarity. Journal of Applied Psychology, 100(4), 1107.

67.

*Lvina

Johns

Vandenberghe

(2018). Team political skill composition as a determinant of team cohesiveness and performance. Journal of Management, 44(3), 1001–1028.

68.

*Madrid

H. P.

Totterdell

Niven

Barros

(2016). Leader affective presence and innovation in teams. Journal of Applied Psychology, 101(5), 673.

69.

Marks

M. A.

Mathieu

J. E.

Zaccaro

S. J.

(2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26(3), 356–376.

70.

Marlow

S. L.

Lacerenza

C. N.

Paoletti

Burke

C. S.

Salas

(2018). Does team communication represent a one-size-fits-all approach? A meta-analysis of team communication and performance. Organizational Behavior and Human Decision Processes, 144, 145–170.

71.

*Maruping

L. M.

Venkatesh

Thatcher

S. M.

Patel

P. C.

(2015). Folding under pressure or rising to the occasion? Perceived time pressure and the moderating role of team temporal leadership. Academy of Management Journal, 58(5), 1313–1333.

72.

Mathieu

Maynard

M. T.

Rapp

Gilson

(2008). Team effectiveness 1997–2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34(3), 410–476.

73.

Mathieu

J. E.

Hollenbeck

J. R.

van Knippenberg

Ilgen

D. R.

(2017). A century of work teams in the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), 452–467.

74.

Mathieu

J. E.

Wolfson

M. A.

Park

(2018). The evolution of work team research since Hawthorne. American Psychologist, 73(4), 308.

75.

Maynard

M. T.

Conroy

Lacerenza

C. N.

(2018). It takes two to tango: The management of academic-industry partnerships requires multiple perspectives. Industrial and Organizational Psychology, 11(4) 1–5.

76.

Maynard

M. T.

Kennedy

D. M.

Sommer

S. A.

(2015). Team adaptation: A fifteen-year synthesis (1998–2013) and framework for how this literature needs to “adapt” going forward. European Journal of Work and Organizational Psychology, 24(5), 652–677.

77.

Maynard

M. T.

Mathieu

J. E.

Rapp

T. L.

Gilson

L. L.

(2012). Something(s) old and something(s) new: Modeling drivers of global virtual team effectiveness. Journal of Organizational Behavior, 33(3), 342–365.

78.

Mesmer-Magnus

J. R.

DeChurch

L. A.

(2009). Information sharing and team performance: A meta-analysis. Journal of Applied Psychology, 94(2), 535.

79.

Meuer

Rupietta

(2017). Integrating QCA and HLM for multilevel research on organizational configurations. Organizational Research Methods, 20(2), 324–342.

80.

*Mitchell

Boyle

(2015). Professional diversity, identity salience and team innovation: The moderating role of openmindedness norms. Journal of Organizational Behavior, 36(6), 873–894.

81.

*Mohammed

Nadkarni

(2014). Are we all on the same temporal page? The moderating effects of temporal team cognition on the polychronicity diversity–team performance relationship. Journal of Applied Psychology, 99(3), 404.

82.

*Momm

Blickle

Liu

Wihler

Kholin

Menges

J. I.

(2015). It pays to have an eye for emotions: Emotion recognition ability indirectly predicts annual income. Journal of Organizational Behavior, 36(1), 147–163.

83.

Morgeson

F. P.

DeRue

D. S.

Karam

E. P.

(2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5–39.

84.

*O’Neill

O. A.

Rothbard

N. P.

(2017). Is love all you need? The effects of emotional culture, suppression, and work–family conflict on firefighter risk-taking and health. Academy of Management Journal, 60(1), 78–108.

85.

*Owens

B. P.

Hekman

D. R.

(2016). How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management Journal, 59(3), 1088–1111.

86.

Park

Grosser

T. J.

Roebuck

A. A.

Mathieu

J. E.

(2020). Understanding work teams from a network perspective: A review and future research directions. Journal of Management, 46(6), 1002–1028.

87.

*Paustian-Underdahl

S. C.

Halbesleben

J. R.

(2014). Examining the influence of climate, supervisor guidance, and behavioral integrity on work–family conflict: A demands and resources approach. Journal of Organizational Behavior, 35(4), 447–463.

88.

*Peng

A. C.

Schaubroeck

J. M.

(2014). Social exchange implications of own and coworkers’ experiences of supervisory abuse. Academy of Management Journal, 57(5), 1385–1405.

89.

*Podsakoff

N. P.

Maynes

T. D.

Whiting

S. W.

Podsakoff

P. M.

(2015). One (rating) from many (observations): Factors affecting the individual assessment of voice behavior in groups. Journal of Applied Psychology, 100(4), 1189.

90.

*Post

(2015). When is female leadership an advantage? Coordination requirements, team cohesion, and team interaction norms. Journal of Organizational Behavior, 36(8), 1153–1175.

91.

*Qin

DiRenzo

M. S.

Duan

(2014). When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice. Journal of Organizational Behavior, 35(7), 1018–1041.

92.

*Rapp

T. L.

Mathieu

J. E.

(2019). Team and individual influences on members’ identification and performance per membership in multiple team membership arrangements. Journal of Applied Psychology, 104(3), 303.

93.

Raudenbush

S. W.

Bryk

A. S.

(2002). Hierarchical linear models: Applications and data analysis methods (Vol. 1). SAGE.

94.

*Reilly

Nyberg

A. J.

Maltarich

Weller

(2014). Human capital flows: Using context-emergent turnover (CET) theory to explore the process by which turnover, hiring, and job demands affect patient satisfaction. Academy of Management Journal, 57(3), 766–790.

95.

*Rhee

Y. W.

Choi

J. N.

(2017). Knowledge management behavior and individual creativity: Goal orientations as antecedents and in-group social status as moderating contingency. Journal of Organizational Behavior, 38(6), 813–832.

96.

Rico

Gibson

C. B.

Sánchez-Manzanares

Clark

M. A.

(2019). Building team effectiveness through adaptation: Team knowledge and implicit and explicit coordination. Organizational Psychology Review, 9(2–3), 71–98.

97.

Salas

Cooke

N. J.

Rosen

M. A.

(2008). On teams, teamwork, and team performance: Discoveries and developments. Human Factors, 50(3), 540–547.

98.

*Schabram

Robinson

S. L.

Cruz

K. S.

(2018). Honor among thieves: The interaction of team and member deviance on trust in the team. Journal of Applied Psychology, 103(9), 1057.

99.

*Schaubroeck

J. M.

Peng

A. C.

Hannah

S. T.

(2016). The role of peer respect in linking abusive supervision to follower outcomes: Dual moderation of group potency. Journal of Applied Psychology, 101(2), 267.

100.

*Schermuly

C. C.

Meyer

(2016). Good relationships at work: The effects of leader–member exchange and team–member exchange on psychological empowerment, emotional exhaustion, and depression. Journal of Organizational Behavior, 37(5), 673–691.

101.

*Schippers

M. C.

West

M. A.

Dawson

J. F.

(2015). Team reflexivity and innovation: The moderating role of team context. Journal of Management, 41(3), 769–788.

102.

Schwartz

Bersin

Bourke

Danna

Jarrett

Knowles-Cutler

Lewis

Pelster

(2016). The future of the workforce: Critical drivers and challenges. Deloitte University Press.

103.

*Seong

J. Y.

Kristof-Brown

A. L.

Park

W. W.

Hong

D. S.

Shin

(2015). Person-group fit: Diversity antecedents, proximal outcomes, and performance at the group level. Journal of Management, 41(4), 1184–1213.

104.

*Shin

Kim

M. S.

Choi

J. N.

Kim

W. K.

(2017). Does leader-follower regulatory fit matter? The role of regulatory fit in followers’ organizational citizenship behavior. Journal of Management, 43(4), 1211–1233.

105.

Shuffler

M. L.

DiazGranados

Maynard

M. T.

Salas

(2018). Developing, sustaining, and maximizing team effectiveness: An integrative, dynamic perspective of team development interventions. Academy of Management Annals, 12(2), 688–724.

106.

Shuffler

M. L.

DiazGranados

Salas

(2011). There’s a science for that: Team development interventions in organizations. Current Directions in Psychological Science, 20(6), 365–372.

107.

Shuffler

M. L.

Jiménez-Rodríguez

Kramer

W. S.

(2015). The science of multiteam systems: A review and future research agenda. Small Group Research, 46(6), 659–699.

108.

*Sieweke

Zhao

(2015). The impact of team familiarity and team leader experience on team coordination errors: A panel analysis of professional basketball teams. Journal of Organizational Behavior, 36(3), 382–402.

109.

*Smith

W. K.

(2014). Dynamic decision making: A model of senior leaders managing strategic paradoxes. Academy of Management Journal, 57(6), 1592–1623.

110.

Snijders

Bosker

(1999). Multilevel modeling: An introduction to basic and advanced multilevel modeling. SAGE.

111.

Stewart

G. L.

(2006). A meta-analytic review of relationships between team design features and team performance. Journal of Management, 32(1), 29–55.

112.

*Stewart

G. L.

Astrove

S. L.

Reeves

C. J.

Crawford

E. R.

Solimeo

S. L.

(2017). Those with the most find it hardest to share: Exploring leader resistance to the implementation of team-based empowerment. Academy of Management Journal, 60(6), 2266–2293.

113.

*Stuart

H. C.

Moore

(2017). Shady characters: The implications of illicit organizational roles for resilient team performance. Academy of Management Journal, 60(5), 1963–1985.

114.

*Sui

Wang

Kirkman

B. L.

(2016). Understanding the curvilinear relationships between LMX differentiation and team coordination and performance. Personnel Psychology, 69(3), 559–597.

115.

Summers

J. K.

Humphrey

S. E.

Ferris

G. R.

(2012). Team member change, flux in coordination, and performance: Effects of strategic core roles, information transfer, and cognitive ability. Academy of Management Journal, 55(2), 314–338.

116.

Sundstrom

McIntyre

Halfhill

Richards

(2000). Work groups: From the Hawthorne studies to work teams of the 1990s and beyond. Group Dynamics: Theory, Research, and Practice, 4(1), 44–67.

117.

Tannenbaum

S. I.

Mathieu

J. E.

Salas

Cohen

(2012). Teams are changing: Are research and practice evolving fast enough? Industrial and Organizational Psychology, 5(1), 2–24.

118.

*Tarakci

Greer

L. L.

Groenen

P. J.

(2016). When does power disparity help or hurt group performance? Journal of Applied Psychology, 101(3), 415.

119.

*Thau

Derfler-Rozin

Pitesa

Mitchell

M. S.

Pillutla

M. M.

(2015). Unethical for the sake of the group: Risk of social exclusion and pro-group unethical behavior. Journal of Applied Psychology, 100(1), 98.

120.

*Treadway

D. C.

Adams

Hanes

T. J.

Perrewé

P. L.

Magnusen

M. J.

Ferris

G. R.

(2014). The roles of recruiter political skill and performance resource leveraging in NCAA football recruitment effectiveness. Journal of Management, 40(6), 1607–1626.

121.

*Trougakos

J. P.

Hideg

Cheng

B. H.

Beal

D. J.

(2014). Lunch breaks unpacked: The role of autonomy as a moderator of recovery during lunch. Academy of Management Journal, 57(2), 405–421.

122.

*Vera

Nemanich

Vélez-Castrillón

Werner

(2016). Knowledge-based and contextual factors associated with R&D teams’ improvisation capability. Journal of Management, 42(7), 1874–1903.

123.

*Vidyarthi

P. R.

Singh

Erdogan

Chaudhry

Posthuma

Anand

(2016). Individual deals within teams: Investigating the role of relative i-deals for employee performance. Journal of Applied Psychology, 101(11), 1536.

124.

*Waldman

D. A.

Carter

M. Z.

Hom

P. W.

(2015). A multilevel investigation of leadership and turnover behavior. Journal of Management, 41(6), 1724–1744.

125.

*Wallace

J. C.

Butts

M. M.

Johnson

P. D.

Stevens

F. G.

Smith

M. B.

(2016). A multilevel model of employee innovation: Understanding the effects of regulatory focus, thriving, and employee involvement climate. Journal of Management, 42(4), 982–1004.

126.

Wang

Waldman

D. A.

Zhang

(2014). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99(2), 181.

127.

*Wang

X. H.

Fang

Qureshi

Janssen

(2015). Understanding employee innovative behavior: Integrating the social network and leader–member exchange perspectives. Journal of Organizational Behavior, 36(3), 403–420.

128.

*Whiting

S. W.

Maynes

T. D.

(2016). Selecting team players: Considering the impact of contextual performance and workplace deviance on selection decisions in the National Football League. Journal of Applied Psychology, 101(4), 484.

129.

Wildman

J. L.

Thayer

A. L.

Rosen

M. A.

Salas

Mathieu

J. E.

Rayne

S. R.

(2012). Task types and team-level attributes: Synthesis of team classification literature. Human Resource Development Review, 11(1), 97–129.

130.

*Williams

(2016). Being trusted: How team generational age diversity promotes and undermines trust in cross-boundary relationships. Journal of Organizational Behavior, 37(3), 346–373.

131.

*Xu

Huang

Robinson

S. L.

(2017). When self-view is at stake: Responses to ostracism through the lens of self-verification theory. Journal of Management, 43(7), 2281–2302.

132.

Yoon

Kayes

D. C.

(2016). Employees’ self-efficacy and perception of individual learning in teams: The cross-level moderating role of team-learning behavior. Journal of Organizational Behavior, 37(7), 1044–1060.

133.

Zaccaro

S. J.

Dubrow

Torres

E. M.

Campbell

L. N.

(2020). Multiteam systems: An integrated review and comparison of different forms. Annual Review of Organizational Psychology and Organizational Behavior, 7, 479–503.

134.

Zhang

Chen

X. P.

Liu

Johnson

M. D.

(2014). Relational versus collective identification within workgroups: Conceptualization, measurement development, and nomological network building. Journal of Management, 40(6), 1700–1731.

135.

Zhang

X. A.

Ullrich

van Dick

(2015). Getting everyone on board: The effect of differentiated transformational leadership by CEOs on top management team effectiveness and leader-rated firm performance. Journal of Management, 41(7), 1898–1933.