Theories and Models of Teams and Groups

This article describes some of the theoretical approaches used by social scientists as well as those used by computer scientists to study the team and group phenomena. The purpose of this article is to identify ways in which these different fields can share and develop theoretical models and theoretical approaches, in an effort to gain a better understanding and further develop team and group research

Leader airtime management and team effectiveness in emergency management command and control (EMCC) teams

We investigated the relation between leader airtime management and team effectiveness in Emergency Management Command and Control (EMCC) teams. Leader airtime management concerns leaders’ interventions to structure who shares information when using opening and closing statements to respectively stimulate or reduce information sharing. We coded leaders’ airtime management statements across different meeting phases (structuring, information sharing, decision making) using video-recordings of 12 EMCC exercises involving two consecutive meetings each. Experts rated two components of team effectiveness: Team Situation Awareness (TSA) and Team Decision Making (TDM). We found that closing statements were more frequently used in the decision-making phase than in any other meeting phase. Also, leaders of teams with lower TSA used more opening statements in the decision-making phase of the first team meeting than leaders of teams with higher TSA. These results confirm the importance of the timing of leader airtime management for EMCC team effectiveness.Practitioner summary: We investigated leader airtime management and team effectiveness in EMCC teams. We video-coded 12 exercises; experts rated team effectiveness. In the decision-making phase, leaders use more closing statements, and leaders of less effective teams use more opening statements. Leaders are advised to adjust their airtime management to meeting phases

Running-related demands and vigor in long-distance runners: The moderating role of resources and recovery.

Long-distance running is a demanding sport and runners use a variety of coping strategies to deal with these demands. In this study, we investigated running-related demands, resources, and recovery and, as an indicator of well-being, vigor. Specifically, following the Demand-Induced Strain Compensation Recovery Model, we tested to what degree the relation between running-related demands and vigor was moderated by two coping strategies available in running: running-related resources (e.g., training control, running mate/coach support) and running-related recovery (i.e., detachment from running). Demands, resources, recovery, and vigor were all surveyed across three separate dimensions (i.e., physical, cognitive, emotional) in a cross-sectional sample of 623 recreational long-distance runners. Hierarchical regression analyses were used to determine to what degree the demands-vigor relation was moderated by resources and recovery. Evidence for moderations was found for the cognitive and emotional dimensions of vigor, revealing four significant moderating effects of resources or recovery on the demands-vigor relation. Three of these effects involved emotional resources or recovery. Contrary to expectations, results also showed that in two cases higher recovery was associated with lower vigor, rather than higher, when runners experienced high demands. In all, we found modest support for the role of resources and recovery in altering the nature of the demands-vigor relation in recreational long-distance runners. This study highlights the importance of the emotional dimension of demands, resources, and recovery, as those facets were most important in predicting vigor in runners. Practical implications are addressed with regard to emotional resources and recovery for long-distance runners

It?s about time we align: meeting deadlines in project teams

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Dynamics between member replacement and team performance: The role of members’ relative attributes

Analysing the 367 member replacement acts in the 2014 FIFA World Cup tournament, we uncover important dynamics between member replacement and team performance. We find that poor team performance leads to substitutions with more competence gains (or with less competence loss), that substituting and substituted members’ functional background dissimilarity improves subsequent content-related team performance (i.e. scoring more goals), and that their competence superiority is associated with the speed of team performance turnaround (i.e. scoring goals faster). Going beyond contrasts between teams with and without membership change, the paper highlights the importance of substituting and substituted members’ relative task-related attributes and provides a more nuanced understanding of the complex phenomenon of team membership change. Furthermore, the paper extends the methodological spectrum of dynamic team composition research from predominantly laboratory experiments with short-lived student groups performing cognitive tasks to field studies with real-life work teams performing action tasks

Dynamics between member replacement and team performance:the role of members' relative attributes

Analysing the 367 member replacement acts in the 2014 FIFA World Cup tournament, we uncover important dynamics between member replacement and team performance. We find that poor team performance leads to substitutions with more competence gains (or with less competence loss), that substituting and substituted members’ functional background dissimilarity improves subsequent content-related team performance (i.e. scoring more goals), and that their competence superiority is associated with the speed of team performance turnaround (i.e. scoring goals faster). Going beyond contrasts between teams with and without membership change, the paper highlights the importance of substituting and substituted members’ relative task-related attributes and provides a more nuanced understanding of the complex phenomenon of team membership change. Furthermore, the paper extends the methodological spectrum of dynamic team composition research from predominantly laboratory experiments with short-lived student groups performing cognitive tasks to field studies with real-life work teams performing action tasks.\u3cbr/\u3