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Open research questions in Team Dynamics and Performance

534 gap statements mined from Team Dynamics and Performance papers in our 7.9M-paper local library, which holds 3,994 papers on the topic — drawn mostly from each paper's own stated research gap, future-work, challenge and limitation notes, and its abstract. The ones listed below are a selection still marked open; each names the study that raised it, with a DOI link where the paper has one.

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What the literature leaves open

  • Theoretical contribution The study contributes by integrating EDIB leadership and ESG implementation within the specific organisational conditions of hybrid work, an intersection that remains underexplored.

    Hybrid realities: the role of EDIB leadership in shaping ESG-aligned behaviour in digitally mediated teams · 2026 · DOI

  • Future research should explore how this integration mindset operates in other technical domains and roles, such as ML product managers, designers, or hybrid human-AI teams. While the emergent concept of the integration approach is broad and theoretically robust, its applicability beyond this specific practitioner group remains to be tested.

    The unknown-known trap: navigating invisible expertise boundaries in machine learning · 2026 · DOI

  • Extended Reality (XR), encompassing Mixed Reality (MR), is an emerging platform for immersive team collaboration and training, but little is known about how team dynamics and game experience can be measured and modelled in such settings.

    Modelling Team Dynamics in a Mixed-Reality Escape Room Game · 2026 · DOI

  • We suggest that future research examining language use in teams as an index of metacognitive monitoring and control could explore the way in which the different interactional styles of team members modulate metareasoning processes.

    Progressing the Development of a Collaborative Metareasoning Framework: Prospects and Challenges · 2024 · DOI

  • The findings suggest that leadership, collaboration, trust, and performance should be examined as interconnected dimensions rather than isolated research topics.

    Leadership in Human-AI Teaming: A Bibliometric Analysis of Collaboration, Trust, and Performance · 2026 · DOI

  • While prior research has explored leadership styles and outcomes, the mechanism by which trust in leaders influences team dynamics remains underexplored; particularly from a multilevel, longitudinal perspective.

    Trust in Leader as Antecedent to Trust in Team Members, Team Cooperation, and Team Performance: A Multilevel, Longitudinal, Mediational Perspective · 2025 · DOI

  • The investigation of mistrust, proposed as being distinct from trust, is lacking in the current literature.

    A Multilevel Mediational Study on Relationships Between Trust Climate, Leader–Member Exchange, Trust, Mistrust, Communication and Task Performance · 2025 · DOI

  • Previous research has found conflicting results where first aid is sometimes improved and sometimes unaffected by the cooperation in these groups.

    Exploring teamwork, trust, and emergency response competence in emergent ad-hoc immediate responder groups: an experimental simulation study · 2025 · DOI

  • Despite increasing interest in using head-worn displays (HWDs) to support prehospital workers, little is known about how HWDs affect teamwork.

    Exploring the Effect of Head-Worn Displays on Prehospital Teamwork Using Online Simulation · 2024 · DOI

  • The lack of a conceptual framework for analyzing collective media processing and its effects.

    The model of collective information processing (MCIP): systematicness and openness in group-level media processing · 2026 · DOI

  • The study used a simulated environment, which may not generalize to real-world settings. The study had a limited sample size, which may not be representative of the larger population. The study only examined the impact of integrating an AI agent into human teams on team performance, dynamics, and individual physiological and behavioral responses, and did not consider other factors that may influence these outcomes.

    Covert perception of AI adversely impacts team performance and changes physiological dynamics despite human-level AI competence · 2026 · DOI

  • The study highlights the need for further research on the effects of AI on human teams and the design of human-AI systems.

    Covert perception of AI adversely impacts team performance and changes physiological dynamics despite human-level AI competence · 2026 · DOI

  • There is a need to examine how culture is communicatively constituted through cross-cultural leadership and how these cultural processes shape knowledge sharing and individual innovation in culturally diverse healthcare organizations.

    How Culture Is Communicatively Constituted In Intercultural Healthcare Organizations: Leadership Sensegiving, Knowledge Sharing, And Employee Innovation · 2026 · DOI

  • There is a lack of studies on how different motivation levels in members of a team interact with the team's task performance. The study aims to address this gap by investigating the impact of incentive-based motivation on team productivity under varying levels of task difficulty.

    Assessing Incentive-Based Motivation on Team Productivity by an Agent Based Model Presets and Task Difficulty · 2026 · DOI

  • Future research can build on the proposed definition of team viability. Future studies can develop a more reliable team viability assessment instrument.

    Rethinking Team Viability: Literature Review and New Conceptualisation · 2026 · DOI

  • Future research may examine the relationship between collaborative leadership and employee perception in decision-making in other contexts. Future research may investigate the impact of team excellence on other organizational outcomes. Future research may develop and test interventions aimed at cultivating collaborative leadership and team excellence in high-formality, public-sector contexts.

    Collaborative Leadership and Employee Perception in Decision-Making: The Meditating Role of Team Excellence · 2026 · DOI

  • There is a lack of understanding of the role of AI in teams and its impact on team effectiveness. There is a need for further research on the integration of AI into teams and its potential to fulfill Belbin team roles.

    Belbin Team Toles in the Age of Artificial Intelligence · 2026 · DOI

  • Future research should investigate the effectiveness of structured scaffolding interventions during early CPS phases to empirically validate these recommendations.

    A phase-sensitive multimodal learning analysis of high- and low-performing teams: the dynamics of mutual engagement · 2026 · DOI

  • Although collective emotions are closely related to group learning performance and collaboration outcomes in computer-supported collaborative learning (CSCL), existing research often neglects the emotional states of nonspeakers and has insufficiently explored the interpersonal emotional interaction patterns among learners.

    Examining differences in interpersonal emotional interactions and temporal evolution of collective emotions between high- and low-performance groups in CSCL · 2026 · DOI

  • Future research should further examine how decision-making processes unfold under varying levels of difficulty, uncertainty, and operational complexity to better understand how leaders adapt strategies across crisis conditions.

    Psychological factors influencing decision-making performance in collaborative crisis response: insights from Norwegian emergency services leaders · 2026 · DOI

  • The Covid-19 pandemic has accelerated the widespread adoption of digitally mediated work arrangements. Generation Z employees have strong digital technology skills and often prefer cloud-based and collaborative working tools. Organizations need to understand the factors that influence employees' willingness to engage in the virtual component of hybrid work.

    How Self-Efficacy Influences Gen Z Employees’ Willingness for Hybrid Working · 2026 · DOI

  • This mixed data will be analyzed and presented to compare team communication when performing a time-pressured collaborative task in an immersive environment.

    Exploring the Usability of Virtual Reality as a Tool to Assess Collective Non-Technical Skills: The Case of Team Communication During a Collaborative Task · 2025 · DOI

  • Possible environmental awareness in Aligns team culture with ESG social Informal rather than policy-driven values - objectives…

    Hybrid realities: the role of EDIB leadership in shaping ESG-aligned behaviour in digitally mediated teams · 2026 · DOI

  • The study identifies a gap in the literature regarding the relationship between collaborative leadership and employee perception in decision-making in high-formality, public-sector contexts. The study aims to contribute to the literature by illustrating the boundaries of team excellence and its distinction from traditional measures of team effectiveness.

    Collaborative Leadership and Employee Perception in Decision-Making: The Meditating Role of Team Excellence · 2026 · DOI

  • Validating the Belbin model in contexts of technologically augmented teams. Investigating the perception of employees towards AI as a legitimate team member. Developing theoretical extensions of the Belbin model for hybrid team configurations.

    Belbin Team Toles in the Age of Artificial Intelligence · 2026 · DOI

Most-cited papers in Team Dynamics and Performance

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Open questions raised by papers listed on this page include: (1) Theoretical contribution The study contributes by integrating EDIB leadership and ESG implementation within the specific organisational conditions of hybrid work, an intersection that remains underexplored (“Hybrid realities: the role of EDIB leadership in shaping ESG-aligned behaviour…”, 2026); (2) Future research should explore how this integration mindset operates in other technical domains and roles, such as ML product managers, designers, or hybrid human-AI teams (“The unknown-known trap: navigating invisible expertise boundaries in machine…”, 2026); (3) Extended Reality (XR), encompassing Mixed Reality (MR), is an emerging platform for immersive team collaboration and training, but little is known about how team dynamics and game experience can be measured and modelled in such settings (“Modelling Team Dynamics in a Mixed-Reality Escape Room Game”, 2026); (4) The lack of a conceptual framework for analyzing collective media processing and its effects (“The model of collective information processing (MCIP): systematicness and…”, 2026); (5) There is a need to examine how culture is communicatively constituted through cross-cultural leadership and how these cultural processes shape knowledge sharing and individual innovation in culturally diverse healthcare organizations (“How Culture Is Communicatively Constituted In Intercultural Healthcare…”, 2026). 534 gap statements have been mined from Team Dynamics and Performance papers in our 7.9M-paper local library, which holds 3,994 papers on the topic; the gaps come from whichever of those papers state one. They are mostly the research gaps the authors state and the papers' abstracts, plus future-work, limitations and challenges passages. The ones listed below are a selection still marked open; each names the study that raised it, with a DOI link where the paper has one, so you can read the original claim in context.

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