On the Formation of Collective Memories: The Role of a Dominant Narrator.

To test our hypothesis that conversations can contribute to the formation of collective memory, we asked participants to study stories and to recall them individually (pregroup recollection), then as a group (group recounting), and then once again individually (postgroup recollection). One way that postgroup collective memories can be formed under these circumstances is if unshared pregroup recollections in the group recounting influences others\u27 postgroup recollections. In the present research, we explored (using tests of recall and recognition) whether the presence of a dominant narrator can facilitate the emergence of unshared pregroup recollections in a group recounting and whether this emergence is associated with changes in postgroup recollections. We argue that the formation of a collective memory through conversation is not inevitable but is limited by cognitive factors, such as conditions for social contagion, and by situational factors, such as the presence of a narrator

Energy's role in the extraversion (dis)advantage: How energy ties and task conflict help clarify the relationship between extraversion and proactive performance

This is the author accepted manuscript. The final version is available from Wiley via the DOI in this recordWhile academic and practitioner literatures have proposed that extraverts are at an advantage in team‐based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project‐based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team‐based work

Antecedents of team innovation in health care teams

We extend previous research on team innovation by looking at team‐level motivations and how a prosocial team environment, indicated by the level of helping behaviour and information‐sharing, may foster innovation. Hypotheses were tested in two independent samples of health care teams (N1 = 72 teams, N2 = 113 teams), using self‐report measures. The examples of team innovation given by the individual team members were then rated for innovativeness by independent health care experts to avoid common method bias for the outcome variable. Subsequently, the data was aggregated and analysed at team level. The study was part of a larger data‐gathering effort on health care teams in the UK. Results supported the hypotheses of main effects of both information‐sharing and helping behaviour on team innovation and interaction effects with team size and occupational diversity. Differences in findings between types of health care teams can be attributed to differences in team tasks and functions. The results suggest ways in which helping and information‐sharing may act as buffers against constraints in team work, such as large team size or high occupational diversity in cross‐functional health care teams, and potentially turn these into resources supporting team innovation rather than acting as barriers