Journal: Group & Organization Management

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Publisher

SAGE

Journal Volumes

ISSN

1552-3993
1059-6011

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2018 - 201912020 - 20253
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Publications 1 - 4 of 4
  • Exceeding the Ordinary: A Framework for Examining Teams Across the Extremeness Continuum and Its Impact on Future Research
    Item type: Journal Article
    Schmutz, Jan; Bienefeld, Nadine; Maynard, Travis M.; et al. (2023)
    Group & Organization Management
    Work teams increasingly face unprecedented challenges in volatile, uncertain, complex, and often ambiguous environments. In response, team researchers have begun to focus more on teams whose work revolves around mitigating risks in these dynamic environments. Some highly insightful contributions to team research and organizational studies have originated from investigating teams that face unconventional or extreme events. Despite this increased attention to extreme teams, however, a comprehensive theoretical framework is missing. We introduce such a framework that envisions team extremeness as a continuous, multidimensional variable consisting of environmental extremeness (i.e., external team context) and task extremeness (i.e., internal team context). The proposed framework allows every team to be placed on the team extremeness continuum, bridging the gap between literature on extreme and more traditional teams. Furthermore, we present six propositions addressing how team extremeness may interact with team processes, emergent states, and outcomes using core variables for team effectiveness and the well-established input-mediator-output-input model to structure our theorizing. Finally, we outline some potential directions for future research by elaborating on temporal considerations (i.e., patterns and trajectories), measurement approaches, and consideration of multilevel relationships involving team extremeness. We hope that our theoretical framework and theorizing can create a path forward, stimulating future research within the organizational team literature to further examine the impact of team extremeness on team dynamics and effectiveness.
  • Training Needs for Adaptive Coordination: Utilizing Task Analysis to Identify Coordination Requirements in Three Different Clinical Settings
    Item type: Journal Article
    Henrickson Parker, Sarah; Schmutz, Jan; Manser, Tanja (2018)
    Group & Organization Management
  • How Team Familiarity Mitigates Negative Consequences of Team Composition Disruptions: An Analysis of Premier League Teams
    Item type: Journal Article
    Pasarakonda, Surabhi; Maynard, Travis; Schmutz, Jan; et al. (2025)
    Group & Organization Management
    In today’s dynamic work environment, teams are increasingly confronted with disruptions. While there are different types of disruptions that teams face, we contend that team composition disruptions that occur during the completion of a team’s task can be especially challenging. We also argue that it is important to consider different types of team composition changes as they create different demands for team adaptation. Specifically, we assess the effects of loss of a team member and change in team membership resulting from injury substitution. We examine how these two types of team composition disruptions impact coordination and team outcomes (i.e., goals scored) by leveraging data from 2,280 soccer games in the English Premier League. We found that team member loss impaired both team coordination and outcomes while team member substitution only impacted team coordination. Moreover, we build upon and extend existing research that has examined team familiarity by distinguishing between familiarity that is built amongst members on the current team (i.e., current team familiarity) and familiarity that has developed as a result of members working together in prior teams (i.e., prior team familiarity). This distinction appears important as we did not find evidence of a main effect of prior team familiarity on coordination but found evidence of a reversing curvilinear effect of current team familiarity on coordination. Finally, the indirect effect of team member loss on team outcomes through team coordination was more pronounced when teams had low (compared to high) prior team familiarity.
  • To Get Vaccinated or Not? Psychological Safety as a Catalyst for the Alignment Between Individual Beliefs and Behavior
    Item type: Journal Article
    Grote, Gudela; Schmutz, Jan; Nicca, Dunja; et al. (2021)
    Group & Organization Management
    While many studies have investigated the consequences of psychological safety for behavior, there is little theorizing on the mechanisms that account for these effects. Since psychological safety makes individuals feel safe to express their true self, we argue that it should act as a catalyst for alignment between individual beliefs and behavior. Drawing on the reasoned action model, we postulate that psychological safety interacts with individuals’ attitudes and perceived norms in predicting intention and behavior. We tested our model with physicians’ influenza vaccination behavior. We surveyed 208 physicians from a Swiss hospital before and after the vaccination phase. Results show that the effect of attitude, but not perceived norm, on intention to get vaccinated was moderated by perceived psychological safety in the physicians’ team: High psychological safety strengthened the effect of physicians’ attitude on their intention, which in turn predicted actual vaccination behavior. We provide first evidence that high psychological safety may render individuals more comfortable to act in accordance with their attitudes. Depending on whether attitudes are in line with organizational goals, increasing psychological safety could facilitate positive or negative consequences. This more differentiated understanding of psychological safety can fruitfully inform both future research and organizational practice.
Publications 1 - 4 of 4