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Open research questions in Team Dynamics and Performance

99 unresolved questions extracted from the limitations and future-work sections of 3,191 Team Dynamics and Performance papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • relationships Future research should examine leadership practices across different industries and countries, employ longitudinal research designs, and incorporate advanced statistical methods to explore causal behaviour, between organisational communication, and negotiation effectiveness.

    TEAM LEADERSHIP AND BUSINESS NEGOTIATION EFFECTIVENESS IN MULTINATIONAL CORPORATIONS: EVIDENCE FROM SLOVAKIA · 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

  • The study has several limitations that should be considered when interpreting the findings. First, the sample was predominantly male, which may limit the generalizability of the findings across gender. Second, self-reported measures were used for selected variables, including self-efficacy and decision-making hardness, and are therefore subject to well-known response biases (Coolican 2018). Third, some variables were recoded into binary categories to facilitate analysis, which may have reduced sensitivity to more nuanced variation; however, this approach enabled clearer comparison and interpretation of key differences across conditions (Creswell and Creswell 2023). In addition, expert evaluations were conducted by SMEs, whose judgments may reflect professional experience and domain-specific perspectives.

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

  • Future research should further examine how deci- sion-making processes unfold under varying levels of difficulty, uncertainty, and operational complex- ity to better understand how leaders adapt strategies across crisis conditions. Longitudinal studies assess- ing how leadership education and training influence self-efficacy, collaboration, and decision-making performance over time would also provide valuable insight into the durability and development of these psychological mechanisms. Additionally, replication across different national, organizational, and cultural contexts is needed to assess the broader applicability of the proposed framework. Investigating crisis leadership in settings with different institutional arrangements, as well as in contexts where leadership roles are more gender-bal- anced or female-dominated, would contribute to a more comprehensive and inclusive understanding of decision-making in collaborative crisis response.

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

  • (3(39)), and and of 5. Vaskiv, R. I., Veretennikova, N. V. (2024). Analiz tendentsii formuvannia ta funktsionuvannia rozpodilenykh komand [Analysis of trends in the formation and functioning of distributed teams]. Kompiuterno-intehrovani tekhnolohii: osvita, nauka, vyrobnytstvo – Computer-integrated technologies: education, science, production, (54), 255-268. https://doi.org/10.36910/6775-2524-0560-2024-54-32. 6. Vaskiv, R., Veretennikova, N. (2024). Informatsiini ta komunikatsiini instrumenty efektyvnoho funktsionuvannia rozpodilenykh proiektnykh komand [Information and communication tools for the effective functioning of distributed project teams]. Informatsiini systemy ta merezhi – Information systems and networks, (15), 357-369. https://doi.org/10.23939/sisn2024.15.357. 7. Dehtiar, D. V., Yakymova, N. S. (2024). Efektyvna komunikatsiia v heorozpodilenykh ITkomandakh: upravlinnia konfliktamy ta rol zvorotnoho zviazku [Effective communication in geographically distributed IT teams: conflict management and the role of feedback]. Ekonomika i orhanizatsiia upravlinnia – Economics and management organization, 4(56). DOI: 10.31558/2307-2318.2024.4.2. 8. Shkoda, V. M., Bondarenko, D. O., Kolhatin, O. H. (2025). Kontseptualna model adaptatsii vzaiemodii uchasnykiv Agile-komand u viddalenomu formati [Conceptual model for adapting the interaction of Agile team members in a remote format]. Nauka i tekhnika sohodni – Science and technology today, (10(51)), 2150 - 2161. https://doi.org/10.52058/2786-6025-2025-10(51)-2150-2161. 9. Gartner Identifies the Top Strategic Technology Trends for 2022. Analysts Explore Industry Trends at Gartner IT Symposium. https://www.gartner.com/en/newsroom/press-releases/2021-10-18- gartner-identifies-the-top-strategic-technology-trends-for-2022 10. Denysenko, M. P., Yurynets, Z. V. (2022). Formuvannia komand fakhivtsiv ta yikh rol v ekonomichnomu rozvytku y stratehichnomu upravlinni biznesom [Formation of teams of specialists and in economic development and strategic business management]. Zhurnal stratehichnykh ekonomichnykh doslidzhen – Journal of Strategic Economic Research, (1), 67–75. https://doi.org/10.30857/2786-5398.2022.1.7. their role 11. Povna S. (2020). Svitovyi dosvid zaprovadzhennia hnuchkykh metodolohii upravlinnia konkurentospromozhnistiu pidpryiemstv ta orhanizatsii [World experience in introducing flexible methodologies of management of enterprises and organizations competitiveness]. Problemy i perspektyvy ekonomiky ta upravlinnia – Problems and prospects of economic and management, (1), 63-71. DOI: 10.25140/2411-5215-2020-1(21)-63-71. 12. Iqbal M. (2025). 18th State of Agile Report. Scrum.org. https://www.scrum.org/resources/blog/ 18th-state-agile-report. 13. M. Daud Alam, Uwe F. Guhl. Project-Management in Practice. A Guideline and Toolbox for Successful Projects. Springer. 2016. 183 p. DOI: 10.1007/978-3-662-52944-7. 14. Krysovatyi, A. I. (2024). Mizhnarodnyi menedzhment [International Management]. ZUNU. 15. Popelo, O., Samoilovych, O. (2025). Stsenarnyi pidkhid u protsesakh tsyfrovoi transformatsii promyslovykh pidpryiemstv [Scenario approach in the processes of digital transformation of industrial enterprises]. Naukovyi visnyk Polissia – Scientific Bulletin of Polissya, (1(30)), 318–330. https://doi.org/10.25140/2410-9576-2025-1(30)-318-330.

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

  • However, limited research is available on how leadership styles influence a group universal teaching strategy is widely used in online learning this study, the authors adopted lag sequential analysis, epistemic network analysis, and social network analysis to explore the influence of divergent and convergent leadership styles on cognitive engagement in OCL groups.

    Effects of Different Leadership Styles on Cognitive Engagement in Online Collaborative Learning · 2024 · DOI

  • Social implications Multiparty systems are set up to deal with some important societal challenges that require the integration of insights, resources and interests across several organizations and societal actors, therefore this study provides important insights into the complexity of collaborative leadership emergent in such contexts in which position power is lacking.

    A system psychodynamic perspective on collaborative leadership in multiparty systems: learnings from a behavioral simulation · 2023 · DOI

  • Taking the inconsistent evidence for the positive relationship of network centrality and leadership effectiveness as a starting point, we suggest that the positive impact of leader centrality in advice-giving networks is contingent on team needs for leadership to meet communication and coordination challenges, which we argue are larger in larger teams.

    Leader Network Centrality and Team Performance: Team Size as Moderator and Collaboration as Mediator · 2021 · DOI

  • Psychological ownership (PO) is important for organisational climate and outcomes, yet, little is known about collective forms of PO in emerging entrepreneurial teams.

    Psychological ownership development in new venture teams · 2021 · DOI

  • Research limitations/implications Although much research supports the current findings related to group size and meetings, meeting science has not investigated meeting design characteristics as levers to be pulled to enhance or detract from both meeting outcomes and organizationally desired outcomes.

    Meeting effectiveness and task performance: meeting size matters · 2020 · DOI

  • We use unique data from a large-scale survey involving nine European countries, 259 establishments, 869 teams and 11,011 employees to show that the impact of working from home by co-workers on performance is considerable and has remained hidden in past studies because they did not account for co-worker effects.

    Co‐workers working from home and individual and team performance · 2019 · DOI

  • Using video-recordings of naturally occurring workplace interaction as data and arguing that insights from applied linguistics can be profitably employed to address such a lacuna, we use multimodal conversation analysis (CA) to show how ‘doing’ leadership is not limited to the formal leader.

    Investigating the interplay between formal and informal leaders in a shared leadership configuration: A multimodal conversation analytical study · 2019 · DOI

  • Unfortunately, little is known about how opinion leaders in the ANR sector work together when facing critical issues or how diverse cognitive styles influence this process.

    The Influence of Problem Solving Style on Team Dynamics When Building Consensus · 2016 · DOI

  • Together, our findings contribute to the literature by helping to (a) integrate the field of intrateam trust research, (b) resolve mixed findings regarding the trust-performance relationship, (c) overcome scholarly skepticism regarding the main effect of trust on team performance, and (d) identify the conditions under which trust is most important for team performance.

    Trust and team performance: A meta-analysis of main effects, moderators, and covariates. · 2016 · DOI

  • This discourse analytic study thus contributes to leadership research in two ways: i) by exploring some of the discursive processes through which leadership is actually performed in a ‘leaderless team’; and ii) by looking at a largely under-researched leadership constellation, namely distributed leadership.

    Exploring distributed leadership: Solving disagreements and negotiating consensus in a ‘leaderless’ team · 2013 · DOI

  • Moreover, I present arguments that because various cognitive properties of team mental models are formed, shared, and represented in different ways, they should be investigated and understood from a holistic perspective; and that it should also be cultivated by an integrative approach that utilizes theoretical, practical, and organizational knowledge.

    Developing and Sharing Team Mental Models in a Profession-driven and Value-laden Organization · 2008 · DOI

  • abstract This paper brings together research into and using the team role model developed by Belbin (1981, 1993a) in an attempt to provide an exhaustive assessment of construct validity in light of the conflicting evidence so far produced.

    Belbin's Team Role Model: Development, Validity and Applications for Team Building* · 2007 · DOI

  • Performance appraisal (PA) feedback research suggests that agreement of others' performance feedback with one's own views strongly determines feedback reactions, yet inconsistent results of feedback interventions motivate a search for additional influences.

    The Role of Leader-Member Exchange in the Performance Appraisal Process · 2006 · DOI

  • 61 per person as compared to a national average of $10 per person, while a planning board inventory found that under recognized national standards the city was 3,541 acres short of recreational facilities (Environmental Health Study Committee of Jacksonville, 1971: 1.

    Responsiveness and Consolidation · 1973 · DOI

  • T E A C H I N G M A C H I N E S A N D P R O G R A M E D INSTRUCTION: 4 3 3 For the competent and interested teacher, myriad opportunities exist to relate the U. S. Constitution to daily events appearing in the newspaper or over television. The attitude measures used suggest that Ss prefer programs on some limited basis, preferably in conjunction with the classroom teacher. The evidence is strong that they do not want prolonged exposure to programs. It is difficult to evaluate data obtained through questionnaires, particularly with respect to determining cause and effect relationships. For example, it is possible that the projector condition was too demanding in that Ss had to be attentive constantly to the program frames as they were flashed on the screen. With teacher recitations and lectures, it is possible to relax occasionally and to allow one's mind to wander without having to suffer aversive consequences such as not making a correct verbal response. Recommendations for teachers or researchers planning to use programs under group conditions are as follows: (cid:12)9. Develop or rewrite existing programs so that only a sentence or two appears on the screen at one time. Short frames require more responses and keep Ss attentive through the continued exposure of program frames, any of which may be paired with a given S's name. 2. Use programs with a variety of different size groups to determine what size makes for optimal learning. Large groups minimize the opportunity for Ss to respond, while small groups tend to minimize peer pressures. 3. Make sure the program material is cumulative. If Ss sense that continued attentiveness is essential, they will be more likely to attend. 4. The best single criterion for determining whether to use a program under group conditions is the success of the programed textbook itself. Its value and acceptance under the group condition is, in my opinion, directly proportional to its effectiveness when read in programed textbook form. Placing programs on film requires a lot of time and effort, and I have learned the hard way never to place programed materials on film until I have: (a) studied the program intensively myself and written a variety of test items that measure what I feel the program can teach, and (b) used the programed textbook with a variety of students. AV COMMUNICATION REVIEW " 43 4 REFERENCES z. Carpenter, C. R., and Greenhill, L. P. Comparative Research on Methods and Media for Presenting Programmed Courses in Mathematics and English. University Park, Pa.: University Division of Instructional Services, The Pennsylvania State University, ~963. 2. Deterline, William A.

    Role of peer influence and aspects of group use of programed meterials · 1967 · DOI

  • Future research should focus on the empirical validation of the proposed framework and examine the organizational conditions that facilitate or constrain the effectiveness of fusion skills in practice.

    Fusion Skills as an Emerging Leadership Competency Dimension in the age of Artificial Intelligence · 2026 · DOI

  • This finding supports the use of this instrument, leading to potential practical implications that include the use of adaptive designs aligned to each student’s peer feedback orientation and further investigation of the construct as moderating factor in students feedback processes.

    Validity evidence for the internal structure of the peer feedback orientation scale · 2026 · DOI

  • This paper fills this gap in the literature using theory and research on behavioral integrity, highlighting the perceptual filters that exist when conveying one's authenticity to others and thus the importance of political skill to help counter misinterpretations of one's authenticity.

    How Leaders’ Experienced Authenticity Influences Team Performance: A Behavioral Integrity Lens · 2026 · DOI

  • Few studies have directly compared peer evaluations and instructor evaluations in large international teams or examined the role of demographic composition in the validity of peer evaluations and instructor evaluations in cross-border collaborative contexts.

    Beyond the Grade: Validity in Global Virtual Team Peer Evaluation · 2025 · DOI

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99 open questions have been extracted from the limitations and future-work passages of 3,191 Team Dynamics and Performance papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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