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This study aims to evaluate the extent to which similar team mental models (TMMs) at the beginning of a team's lifecycle influence the level of relationship conflict within the team, TMM-similarity at the middle of the team lifecycle, and in turn team effectiveness. Thus far, no research has analysed the mediating role of a dysfunctional team process between TMM-similarity and effectiveness.

The study was conducted in a strategy and management competition involving 414 individuals who comprised 92 teams (3-5 members). Data were collected at four moments in time. The questionnaires were developed based on validated scales and adapted for the specific context.

The results provide support for the mediating role of conflict between the similarity of team-TMMs at the beginning of team lifecycle and effectiveness. The results also provide support for the mediating role of task-TMMs in the middle of team lifecycle between task-TMMs at the beginning of team lifecycle and effectiveness. Findings suggest that teams with more similar TMMs, experience less relationship conflict which in turn improves effectiveness.

In this study TMM-accuracy was not analysed. Future research should analyse the role of TMM similarity and accuracy. Further, future research should explore the optimal level of TMM-similarity and when the similarity of TMM is disruptive to teams.

This paper sheds light on the role of conflict as a dysfunctional team process between TMM-similarity and effectiveness. Moreover, this paper shows that more research on TMM evolution is needed.

Collective global leadership requires team members to attempt to influence as well as accept influence from each other across multiple cultural, linguistic, and national boundaries, which is affected by the extent to which team members perceive the team as being safe for interpersonal risk-taking or the level of psychological safety in the team. The higher levels of collective leadership can, in turn, enhance the perceived psychological safety, and thereby create more positive outcomes for the team. This reciprocal relationship may be influenced by changes in team dynamics across the different stages of a team lifecycle. Using an inductive longitudinal study of 76 teams for nine months, we uncover the time-variant mutually reinforcing relationship between collective global leadership and team psychological safety. Our results show that the strength of this reciprocal relationship varies such that it is absent in the initial stage, becomes prominent in the middle stage, and then remains present, yet somewhat weakened, in the final stage of the team lifecycle. Our results also show that the initial collective leadership patterns in the team positively affect final leadership patterns, and this relationship is mediated by the team’s psychological safety in the middle stage of the team lifecycle. We discuss implications of this study on the theory and practice of global leadership and multinational teams.

On the path to accomplishing task work, teams may face disruptive events like budget issues, equipment failures, and membership change that trigger adaptation. While recently researchers have clarified the team adaptation nomological network, our objective is to extend theory by providing a roadmap about various ways in which temporal considerations may complicate the impact of adaptation triggers on team adaptation and in turn adaptive outcomes.

We present three adaptation temporal considerations (i.e., timing, duration, and frequency) that may change the way team adaptation unfolds in response to a given adaptation trigger. We further explore and offer propositions about how the impact of adaptation timing, adaptation duration, and adaptation frequency differ by the type of adaptation trigger (i.e., task-based or team-based) experienced by the team.

By examining adaptation to task-based or team-based triggers from a temporal perspective researchers may better explain why the timing of when the team adapts across its lifecycle (adaptation timing), how long the team takes to adapt (adaptation duration), and the recurrent need to adapt (adaptation frequency) is more or less likely to lead to positive adaptive performance outcomes.

Organizations may benefit from setting up teams for success by helping members understand that there are inherent differences in the adaptation triggers they face including temporal expectations. Organizations may see value in providing initial and on-going support to teams so they are better able to adapt when needed and mitigate negative effects due to adaptation timing, adaptation duration, and adaption frequency.

Team composition research considers how configurations (e.g., team-level diversity) of team members’ attributes (e.g., personality, values, demographics) influence important outcomes. Our chapter describes key issues in understanding and effectively managing team composition over time.

We discuss how context shapes team composition. We review empirical research that examined relationships between team composition, and team processes and emergent properties over multiple time points. We review research that examined how composition can be effectively managed over the lifecycle of a team.

Context shapes the nature of team composition itself (e.g., dynamic composition). To the extent that membership change, fluid boundaries, and multiple team membership are present should be accounted for in research and practice. The research we reviewed indicated no, or fleeting effects for surface-level (e.g., demographics) composition on the development of team processes and emergent properties over time, although there were exceptions. Conversely, deep-level composition affected team processes and emergent properties early in a team’s lifespan as well as later. Team composition information can be used in staffing; it can also inform how to best leverage training, leadership, rewards, tasks, and technology to promote team effectiveness.

Teams are the building blocks of contemporary organizations. Understanding and effectively managing team composition over time can increase the likelihood of team.

Our chapter provides novel insights into key issues in understanding and effectively managing team composition over time.

To foster effective implementation of building information modelling (BIM), it is guided by standards and protocols that require files naming in a format, containing a string of letters and digits in a tightly defined manner, which is perceived to be time-consuming, error-prone and serves as a barrier to BIM adoption. This paper aims to present a BIM-based plug-in solution (Auto-BIMName) that facilitates automated naming in compliance with BIM standards.

The Auto-BIMName portal has an information management system (IMS) for generating a master information delivery plan (MIDP), which serves as pre-requisites to effective file naming. Once the naming schema is implemented through text input controls for a project name, volume, level and number, the Revit plugin communicates with its IMS to fetch the name string or concatenate the string in line with the ISO 19650 convention, where the IMS is unused. The system was validated through a simulated collaborative project.

System testing and evaluation confirmed that the Auto-BIMName will ease the process of file naming, thereby facilitating collaboration efficiency, naming consistency across project teams and lifecycle stages, ease of file naming, time-saving and inducement for BIM implementation, etc. By linking information from MIDP in the BIM execution plan, the platform enhanced information management processes and improved coordination across project teams and lifecycle stages.

Apart from demonstrating how the automated naming platform enhances project performance, information management and coordination, the paper provides a practical demonstration of how the construction industry will benefit from enhanced digitalisation and process automation.

The purpose of this study is to test theoretically based hypotheses linking task and team-shared mental models (SMMs) with multiple dimensions of conflict and conflict asymmetry. SMMs are viewed as an underlying mechanism of team processes. While current research has begun to clarify their influence on functional team processes, their influence on dysfunctional processes is still unknown.

The survey was administered to 17 graduate business classes working on intense semester-long group projects. A total of 295 individual responses were received which comprised 90 (N = 90) teams.

Results suggest that team SMMs reduce all dimensions of conflict and relationship conflict asymmetry, while task SMMs increase all dimensions of conflict and relationship conflict asymmetry.

This study captured the influence of SMMs on conflict at one stage of group development. Future research should examine the impact of SMMs on conflict at multiple stages of group development.

This study contributes to the literature on both mental models and conflict. In addition, based on our literature review, it was the first to empirically link SMMs and conflict asymmetry.

While the topic of team adaptation is gaining in prominence within the broader team effectiveness literature, there remain numerous unanswered questions about the way it affects, and is affected by, team dynamics over time. In particular, within this chapter, we seek to more fully examine the relationship between team adaptation and team cohesion to set the stage for additional investigations of team adaptation – team emergent state relationships. However, beyond merely suggesting that a linear relationship exists between team adaptation and cohesion, we envision the relationship as likely being curvilinear as well as reciprocal in nature. Additionally, we consider how temporal factors may shape this relationship by considering how the team’s performance on prior disruptions may influence the link between team cohesion and different adaptive outcomes (i.e., meritorious, maintenance, or maladaptation) as well as flowing along a feedback loop to affect team adaptation processes and team adaptability. By theorizing about these underexamined relationships, our intent is to introduce a framework that can be utilized as a foundation upon which future team adaptation research can build. Finally, we discuss how practitioners can leverage our thoughts in order to more effectively manage adaptation and cohesion within their teams.

The purpose of this study is to examine the facilitating and inhibiting influence of team-level negative affectivity and conscientiousness on a dyad of emergent states, adopting and comparing both the composition and compilation perspectives.

Data were collected over three time points from 410 undergraduate students nested within cross-functional project teams (N = 62). The data, including individual self-reports and judges’ ratings of team performance, were aggregated to the team-level using both composition (mean) and compilation (skewness) approaches.

The findings indicate that mean-levels of negative affectivity were associated with decreased psychological safety. The use of skewed conscientiousness counterintuitively suggests too many highly conscientious members can also be detrimental to psychological safety. Psychological safety influences team potency and ultimately performance.

The results of this study highlight that the aggregation approach used is important. For example, the use of skewed (but not mean-level) conscientiousness brought an undetected and counterintuitive relationship to light. Future research should use compilation approaches in addition to composition approaches.

The development of personal relationships between team members is recognised as an important factor in enhancing effective working relationships among members of both co‐located and virtual teams. However, little has been written on how to build these online relationships among virtual team members. This paper reports part of a qualitative research study on how facilitators of virtual teams build and maintain online relationships. In particular, the paper examines how virtual team facilitators use Internet‐based and conventional electronic communication channels to build relationships with their virtual team members. The findings suggest that some electronic communication channels are more effective than others in building online relationships. The paper concludes by suggesting that facilitators need to strategically use the channels available to them to effectively build online relationships.

By combining the influence tactics and team development literatures, this paper aims to propose a new team-level approach to influence tactics in self-managed teams and a temporal account of the extent to which team-level influence tactics are associated with team performance as a dynamic process.

Using 75 self-managed teams, we examined the relationship between the proportion of team members who tend to use each influence tactic to a high degree and team performance at initial versus advanced stages of team development.

Results demonstrated at initial stages of team development, a high proportion of team members who tend to use assertiveness was detrimental to team performance, whereas at advanced stages of team development, a high proportion of team members tending to use ingratiation was detrimental, while rationality was positively associated with team performance. Additionally, a Fuzzy Qualitative Comparative Analysis showed that at advanced stages of team development, tactics configuration matters.

This study sets the stage for a team-level theory of influence tactics by examining the relationship between the proportion of team members who tend to use influence tactics to a high degree and team performance at initial versus advanced stages of team development, and the configurations of tactics associated with better team performance at these developmental stages. While the individual-level literature on influence tactics is based on notions of power and politics, in a team context and specifically with self-managed teams, there is a need to integrate theories of team processes and dynamics to understand how influence tactics are associated with performance.