Open research questions in Team Dynamics and Performance

What the literature leaves open

• The study had a relatively small sample size of 126 valid participants. The participants were limited to those with undergraduate or higher educational backgrounds. The study only examined two types of misunderstandings: information omission and ambiguous expression.

  When misunderstanding meets artificial intelligence: the critical role of trust in human–AI and human–human team communication and performance · 2025 · DOI

• Further research could explore other types of misunderstandings and their impacts on team outcomes. Future studies could investigate the effects of team trust on human-AI collaboration in different contexts. Research could examine the role of AI in facilitating or hindering team trust and communication.

  When misunderstanding meets artificial intelligence: the critical role of trust in human–AI and human–human team communication and performance · 2025 · DOI

• The challenge of conducting research in field settings on fluid teams in situ. The difficulty of gaining access to team members prior to team assembly or post-performance. The challenge of measuring emergent properties of teams, such as cohesion and trust, in short-term fluid teams. The need to consider how measurement may differ in fluid versus traditional teams.

  Supporting fluid teams: a research agenda · 2024 · DOI

• examining the implications of training for fluid team contexts, - researching the impact of role definition and clarification on fluid teams, - studying the development of a fluid team shared mental model

  Supporting fluid teams: a research agenda · 2024 · DOI

• A study that accounts for key problems underlying the SIP reactivity research was conducted to address whether the limited treatment of reactivity effects in organization change is warranted.

  The Reactivity of Data-Feedback Interventions: A Field Test of the Social Information Processing Proposition · 2025 · DOI

• Further research with an increased sample size is warranted to analyze how time constraints influence team members' control modes and overall teaming processes and whether divergence of team control mode is favorable under time pressures.

  An Exploratory Study of Contextual Control Modes in Teamwork · 2024 · DOI

• ApplicationFurther study of contextual control in teams may help improve team design to better support teams in coping with time constraints in dynamic environments.

  An Exploratory Study of Contextual Control Modes in Teamwork · 2024 · DOI

• ~; ...~_, . ° t ~..’. ’ )&dquo; The domain of message analysis (i.e. message design, construc- tion, treatment, strategies, etc.) is still a seldom-researched area in development support communication. Crucial questions on message construction, design, treatment, etc., have been com- pletely avoided probably because they cross the threshold of

  Biases in development support communication · 1987 · DOI

• mation-processing Pfeffer, 1978). In the interactive ordinates are engaged processing situation occurs. The social adapting social context immediately information Obviously, most salient actor by virtue of his information-providing the presentation fashion. subsequent available in the context examined information of such information their attitudes, (Salancik & Pfeffer, 1978). Attributions to, the interaction to the manager at the time shift toward leniency as a re- the subordinate was one of the infor- (Salancik & review, managers and sub- this phenomenon exchange and social information- in this case, attributions, (Weick, sense making view portrays 1979) people as to their made during, or are influenced by the salient (Taylor & Fiske, 1978). the the subordinate provides here, to the manager, and thus becomes an influential capability. Not surprisingly, to be cast in a self-serving is likely The manager who makes attributions with only raw performance data favors results operates leniency, the subordinate) rich and salient to the potentially by the subordinate during an interactive interacting with compared therefore, the subordinate. that managers attributed in an information-de- information review. An attribu- from a social construction (without prived situation provided tional shift toward of reality which stance, were less punitive for their poor performance.) Although a “leniency gotiated accuracy effect.” When both opinions are considered, more formation bution “accounts” is often labeled as a sort of “ne- in- to generate a more accurate attri- toward subordinates who offered plausible (Wood & Mitchell, less internal is available for performance. 1981, for in- and effect,” alternatively, it could be interpreted this type of finding for the manager responsibility found i.e., in attribution-seeking Previously, Wong and Weiner

  Cognition-behavior connections: Attribution and verbal behavior in leader-subordinate interactions · 1986 · DOI

• theories incorporates cf. Bandura, 1977) have contributed to capture verbal evi- in- the design of the ob- in manager-subordinate guided (especially attributions) underpinnings categories. Finally, our system attempts 200 GIOIA AND SIMS system authority categorization servational nate, but slight adaptations were made manager-subordinate measurement zation system provide measurements provide a viable alternative search. system (see Appendices the organizational for the verbal behavior of the subordi- the to recognize and differentiate structure. We call this observational I and II). This system was designed verbal behavior (OVB) categori- to specific and objective, and to questionnaire mode of re- to the traditional that were relatively AN OVERVIEW OF THE RESEARCH and performance in the study. Figure 2 is a time-ordered appraisal. We were also interested the design of this research was intended It provides a useful basis for articulating interaction with a subordinate. of the experiment, Overall, attributions nates in a simulated exploring how managerial versational resentation ables research questions, which are detailed below. We manipulated nate performance to investigate ence of these variables on managerial (Details are discussed we measured preinteraction managerial eight-cell matrix. tween the manager and subordinate teraction managerial eral sequential to explore managerial the actual verbal behaviors of managers and subordi- in attributions might change as a result of a con- rep- and shows the major categories of vari- the major subordi- the influ- and verbal behavior.1 were accomplished, the expanded using be- followed. Then we measured postin- This series of events gave rise to sev- later.) Once the manipulations attributions level and work history in order attributions research questions. A videotaped performance attributions. interaction appraisal Question 1: Were Managerial

  Cognition-behavior connections: Attribution and verbal behavior in leader-subordinate interactions · 1986 · DOI

• Future research should examine how communication can be used across different industries to create success and, perhaps more importantly, how communication has been misused- causing organizations to fail.

  An Analysis of Current Perspectives of the Influence of Communication in Successful Organizations · 1987 · DOI

• The gap between individual and group-level media processing. 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 identifies a gap in our understanding of the impact of integrating an AI agent into human teams on team performance, dynamics, and individual physiological and behavioral responses. 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

• Much existing research treats culture as a static background condition and under-theorises how leadership communication constitutes organisational realities. 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

• There is a need to develop an understanding of enterprise social media impacts on organisational development and employee performance. Prior studies have reported both positive and negative consequences of using social media, but the mechanisms underlying these effects are not well understood.

  The Impact of Enterprise Social Media Use on Employee Innovation Behaviour · 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

• 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

• 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

• The gap is in understanding how leadership communication affects team performance in dynamic environments. Prior work has not provided a comprehensive view of the links between communication practices and team performance.

  LEADERSHIP COMMUNICATION AND TEAM PERFORMANCE IN DYNAMIC ENVIRONMENTS · 2026 · DOI

• The paper identifies the challenge of achieving team productivity in remote work settings. The study highlights the importance of effective management technologies and communication in overcoming this challenge. The paper notes that the lack of nonverbal cues and unstable internet connections can hinder communication and productivity.

  Factors in the formation of productive distributed teams in the context of global digital transformations · 2026 · DOI

• The paper identifies a gap in the understanding of the factors that influence the formation of productive distributed teams. The study highlights the need for effective management technologies and communication in achieving team productivity.

  Factors in the formation of productive distributed teams in the context of global digital transformations · 2026 · DOI

Most-cited papers in Team Dynamics and Performance

• Psychological Safety and Learning Behavior in Work Teams · Administrative Science Quarterly · 1999 · 9,342 citations
• TIME, TEAMS, AND TASK PERFORMANCE: CHANGING EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON GROUP FUNCTIONING. · Academy of Management Journal · 2002 · 2,905 citations
• What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite · Journal of Management · 1997 · 2,010 citations
• A vertical dyad linkage approach to leadership within formal organizations · Organizational Behavior and Human Performance · 1975 · 1,983 citations
• The influence of shared mental models on team process and performance. · Journal of Applied Psychology · 2000 · 1,890 citations
• Teams in Organizations: From Input-Process-Output Models to IMOI Models · Annual Review of Psychology · 2004 · 1,729 citations
• Predicting unit performance by assessing transformational and transactional leadership. · Journal of Applied Psychology · 2003 · 1,643 citations
• Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future · Journal of Management · 2008 · 1,632 citations
• Stages of Small-Group Development Revisited · Group & Organization Studies · 1977 · 1,584 citations
• BEYOND SELF-MANAGEMENT: ANTECEDENTS AND CONSEQUENCES OF TEAM EMPOWERMENT. · Academy of Management Journal · 1999 · 1,579 citations

Most recent work

• From bodily to digital co-presence: Unpacking the Interaction Ritual Chains of hashtag-driven group formation · Computers in Human Behavior · 2026
• Socializing While Alone: Loss of Impact and Engagement When Interacting Remotely via Technology · Perspectives on Psychological Science · 2026
• A phase-sensitive multimodal learning analysis of high- and low-performing teams: the dynamics of mutual engagement · International Journal of Computer-Supported Collaborative Learning · 2026
• The big five model of teamwork and human autonomy teams: a scoping review · Applied Ergonomics · 2026
• Task-technology fit and the productive use of generative artificial intelligence in student global virtual teams · The International Journal of Management Education · 2026
• Personal self-disclosure as a mixed blessing in teams: Effects through relational and cognitive mechanisms. · Journal of Applied Psychology · 2026
• How Culture Is Communicatively Constituted In Intercultural Healthcare Organizations: Leadership Sensegiving, Knowledge Sharing, And Employee Innovation · Journal of Intercultural Communication · 2026
• Matching the moderator role with task level in asynchronous online discussions: Insights from a randomized experiment · The Internet and Higher Education · 2026
• Correction: A temporal network approach to reveal the longitudinal dynamics of CSCL group regulation and productive collaboration · International Journal of Computer-Supported Collaborative Learning · 2026
• Team need support and need thwarting scale (TNSNT-S): multi-study validation evidence and integrative multilevel modeling with team processes · Motivation and Emotion · 2026

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