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The purpose of this study is to reveal the mediating role of scenario planning between reflection and task performance in new product development (NPD) teams.

A cross-sectional research design was used to collect data from 78 NPD teams and 194 employees. The mediation analyses were conducted through the bootstrap PROCESS macro method.

The results of this study yielded support for two of three hypotheses. The authors found that the relationship of reflection with product development speed and new product success is mediated by scenario planning. There was no mediation of scenario planning between reflection and product development cost.

These findings show how teams can capitalize on reflective thinking practices to increase NPD task performance through scenario planning.

This study provides useful guidelines for team leaders on how to accelerate product development processes and to increase the market success of a new product. Leaders should encourage their teams to review their previous performance metrics with ongoing changes in the business environments.

To the best of the authors’ knowledge, this study is the first to examine the mediating role of scenario planning on the reflection–task performance relationship in NPD teams.

The purpose of this study was to investigate the effects of managerial coaching, as well as interactive and diagnostic uses of management control systems (MCS), on reflection and critical reflection, which are important for team learning.

Data were collected using a questionnaire survey. Hierarchical regression analyses were performed to test hypotheses using data from 235 employees in 50 teams from a Japanese automotive supplier.

The results indicated that: MCS used interactively have a positive influence on critical reflection in teams; MCS used diagnostically have no significant effect on reflection or critical reflection in teams; and managerial coaching has a positive influence on team reflection.

These findings suggest that the interactive use of MCS should be combined with managerial coaching in promoting reflection and critical reflection within teams. Because this study used data from employees of a Japanese automotive supplier, the results may have been influenced by the Japanese management style.

Organizations need to implement interactive MCS at the team level, while coaching programs should be provided for managers to enhance team learning.

This study extends the existing literature by examining the effect of MCS at the team level, and identifying that managerial coaching plays a complementary role, supporting the interactive use of MCS in promoting reflection within a team.

Although previous research proved positive impacts of team reflection on team outcomes, especially team performance and innovation, there are only a few insights in to which factors (mediators) account for these positive effects and over what period these effects unfold (temporal effects). To close this gap, this paper aims to investigate the direct effects of team reflection on team performance over time, as well as indirect effects because of the development of similar and accurate team mental models to explain this relationship.

Within a longitudinal experimental study on 22 student project teams working on a complex problem-solving task, the effects of repeated team reflection interventions on the development of team performance and team mental models over six measuring times were analysed.

Results show that team reflections caused significant increases in team performance and team mental models over time. Results also provide evidence that team mental models’ quality mediates the effects of team reflections on team performance.

The results are interesting for both research fields, team reflection and team mental models, as the findings indicate the merits of recurrent reflection for improving team mental models’ quality.

For organisational practice, the question of how reflection processes can be deliberately triggered in teams and effectively integrated into the daily routine should be considered.

The findings accentuate the role of team reflections for improving team performance team mental models over time. By continuous reflecting teams increase awareness and insights into effective team processes and strategies (i.e. shared and accurate team mental models), which lead to better performance.

The relationship between managerial coaching and team performance may be mediated by team reflection because coaching is often thought to lead to reflection, which has been found to lead to improved performance. In contrast, this relationship might be moderated by team reflection, because poorly reflective teams are more likely to depend on coaching than highly reflective teams. The purpose of this paper is to test these rival hypotheses.

The authors employed a longitudinal survey method at two points in time in two long-term care organizations. Team members were asked to rate the level of managerial coaching and team reflection. Team managers were asked to evaluate team performance.

Team reflection turned out to be a moderator and not a mediator in the relationship between managerial coaching and team performance. Only the performance of poorly reflective teams benefits from managerial coaching.

Excessive coaching of highly reflective teams may be a waste of the energy and time of both managers and teams and may even harm team efficiency. Therefore, team managers would be wise to estimate the team’s level of reflection in order to adjust their coaching interventions accordingly. Future research should explore how managers can be supported in making a valid assessment of the team’s reflective capabilities and in adjusting their coaching interventions accordingly.

This paper sheds light on the relationship between managerial coaching and team performance by testing contradicting explanations regarding the role of team reflection.

Although the relationship between leadership behaviors and team reflexivity has been investigated in prior research, little is known about the dimensions of reflective leadership or leadership behaviors that facilitate reflection in a group or organization. This paper aims to examine the interrelated characteristics of reflective leadership behaviors that promote team learning using survey data.

Because this research was exploratory in nature, a research model was developed based on the preliminary research. The research model was tested using a quantitative study of 507 employees in 98 teams.

Results of regression analyses of a group-level study revealed three types of reflective leadership – open reflection, problem-based reflection and goal-based reflection – and found that only the open reflection and goal-based reflection were positively related to team learning.

As reflective leadership has not been examined in previous studies, the research model and the measurement scales were developed based on preliminary research in the present research.

Team leaders need to understand that goal-based reflection plays a central role in reflecting on their work because it may provide members with criteria to recognize whether they are on the right track.

The present research revealed three dimensions of reflective leadership that had not been adequately investigated previously.

This study aims to determine whether elder care nurses engage in knowledge sharing and reflection within their teams and if these team-learning activities influence an elder care nursing team’s performance. Furthermore, the authors investigated the relation between elder care nurses' estimation of the team climate as being safe and team-learning activities.

For this research, a questionnaire survey of 30 elder care nursing teams (N = 30, n = 149) working in 17 different retirement homes was conducted.

Structural equation model showed significant positive relations between knowledge sharing and team performance, and between reflection and knowledge sharing. A safe team climate had a significantly positive influence on reflection.

Little is known about the performance of elder care nursing teams, how to measure team performance in this domain and how performance is influenced by learning activities. This study fills these gaps by providing an insight into the relationship between team-learning activities and team performance. Team performance was measured by the estimation of the team members and by using performance assessments from an independent institution.

This paper aims to explore the relationship between team learning and individual performance and examine the mediating effect of individual reflection on such relations. As a contextual factor, the moderating role of psychological safety is investigated in the team learning–individual reflection relationship.

This paper is based on a survey with 229 effective participants, which included enterprise managers and their colleagues from part-time MBA program in one university located in Beijing, China. Path model is conducted to test the hypotheses proposed in this paper.

The results indicate that team learning is positively associated with individual reflection and performance. Individual reflection plays a mediating role between the relationship between team learning and individual performance. Perceived team psychological safety positively moderates the relationship between perceived team learning and individual reflection, such that the positive relation is more significant when employees perceived higher psychological safety.

This paper has both theoretical and practical implications. Theoretically, the authors establish the direct and indirect relationship between team learning and individual performance and aim to find additional support for Edmonson’s view suggesting that psychological safety would facilitate learning behavior. In terms of practical implications, the authors point the importance of developing learning teams and promoting individual learning.

The purpose of this paper is to contribute to further studies of theoretical and conceptual understanding of teachers' team learning processes, with a main focus on team work, team atmosphere, and collective reflections.

The empirical study was designed as a multi‐case study in a research and development project. The case studies include three teacher teams from different schools. Data were collected though observations and in‐depth interviews and analysed qualitatively.

The main findings show that the teams differ with regard to collaboration and team atmosphere, and willingness to learn collectively. The analyses of talk at team meetings show the importance of collective reflection loops through which the teachers transform the contents of their conversations. A facilitating team atmosphere seems vitally important for the emergence of the identified collective reflection loops. Collective reflections potentially increase team learning.

Case study and conversation analyses which were mainly focused on verbal communication have certain limitations. A multi‐case design and different methods for data collection were used to offset these presumed weaknesses.

One of the purposes with the research and development approach was to support teachers' team learning processes. The findings provide insights and model of team learning with further practical implications for teacher teams.

The findings show that a facilitating team atmosphere supports collective reflection loops, with potential to increase the team's collective competence. These findings provide valuable contributions to further conceptual understanding of team learning.

Although unlearning is considered an essential step for creativity, little is known about the relationship between team unlearning and employee creativity. The purpose of this study was to investigate the mediating role of individual reflection between team unlearning and employee creativity.

The research model was tested using multisource survey data from 164 employees in 28 teams at a manufacturing firm and a service firm.

The results of the multilevel analyses indicated that team unlearning had a positive influence on supervisor-rated employee creativity, fully mediated by individual reflection.

It should be noted that employee creativity is not automatically enhanced through team unlearning. Managers should encourage members to reflect on their work practices following team-unlearning exercises for the purpose of enhancing their creativity.

The findings contribute to the existing literature by demonstrating that reflective practices play significant roles in linking team unlearning with employee creativity. This study explored preceding literature examining employee creativity in terms of the unlearning process.

This paper seeks to investigate the potential role of emotional intelligence (EI) abilities within learning in teams. The research focuses on examining how EI abilities are enacted within team contexts and how these are associated with critical reflection and team processes associated with learning.

A phenomenological approach to the investigation of EI abilities was adopted using a diary methodology to capture how EI abilities were enacted over a 14‐week team project by 80 MBA students from a range of international backgrounds. Such an approach is advocated to offer insights into the internal processes by which social action is perceived “in situ”.

The two EI abilities, emotional awareness and emotional management, were found to influence the three critical reflection processes: problem analysis, theorising cause and effect relationships, and action planning, as well as processes associated with team learning including team identification, social engagement, communication and conflict management.

EI may offer insights into how differences in the nature, direction and depth of critical reflection can occur in team learning contexts. Developmental initiatives that aim to improve the emotional abilities of team members may help individuals to better manage the emotional context of learning in teams.

Despite the increasing recognition of the role emotions play in learning, very little is known to date about how differences in the way in which emotional information is processed within social learning contexts can influence critical reflection or other learning processes. The paper fills some of the gaps.