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Purpose – This paper aims to map the incidence of teamwork in European manufacturing industries and describe the process of teamwork diffusion over time. The impact of country, company size, manufacturing sector and other factors on teamwork diffusion is identified. Design/methodology/approach – The study is based on data from 3,522 companies gathered by the European Manufacturing Survey covering ten European countries with a common survey tool. Findings – Overall, six out of ten manufacturers with more than 20 employees have implemented teamwork in production. Furthermore, the authors show that implementation rates vary significantly by country, firm size and, to a lesser extent, sector of the company's activity. R&D expenditure, product complexity, innovation capability, strategy and to a lesser extent international competition and supply chain position create significant differences between firms opting for teamwork as a work organization practice and companies neglecting it. Research limitations/implications – The main limitations of the paper derive from the concept of EMS as a multi-purpose survey and the lack of adequate representation across European countries. Originality/value – The value of this research is the ability to offer recent, international and relevant figures about teamwork implementation and diffusion. Furthermore the data set makes it possible for the first time to describe the process of teamwork diffusion over time.

How and when does team member voice facilitate team innovation? Integrating research on member voice and a dialectic perspective of innovation, we advance a model in which team member promotive voice enhances team innovation through team knowledge utilization, whereas team member prohibitive voice enhances team innovation through team reflexivity in a nonlinear fashion. We further propose that the differential effects of team member promotive and prohibitive voice will be stronger at different stages (idea generation vs. idea implementation) of the innovation cycle. Survey data from 78 research and development project teams showed a positive indirect effect between team member promotive voice and team innovation through team knowledge utilization, although this relationship was also mediated through team reflexivity. Moreover, the indirect effect of team member promotive voice on team innovation via team knowledge utilization was stronger for teams in the idea generation stage of team innovation. Results also confirmed a nonlinear indirect relationship between team member prohibitive voice and team innovation via team reflexivity such that the positive effects of team member prohibitive voice tapered off at high levels. Contrary to our expectations, the effects of prohibitive voice held regardless of stage. Theoretical and practical implications are discussed.

[This corrects the article DOI: 10.1371/journal.pone.0169162.].

Leadership and its connection with social sustainability are frequently prescribed for effective management. Integrating self-leadership among the employees is an emerging area to focus on empowering an organization. The principal objective of this study was to empirically investigate the impact of self-leadership on normative commitment and work performance through the mediating role of work engagement. This phenomenon of self-leadership was explained by using the theoretical lens of the social cognitive theory and intrinsic motivation theory. Data was collected from 318 employees who worked in the telecom sector in Pakistan and analyzed using Structural Equation Modeling (SEM) AMOS. The findings revealed that in the presence of self-leadership, employee’s work engagement, commitment to the organization, and overall work performance elevated significantly. Furthermore, the results also illustrated the occurrence of two significant mediating paths. First, the mediating role of work engagement in the relationship between self-leadership and normative commitment, and second, the mediation of work engagement in the relationship between self-leadership and work performance. The findings of the study significantly contribute practically, and theoretically to the existing literature.

Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups to explore, achieve, and conquer. Yet, the modern concept of work in large organizations that developed in the late 19th and early 20th centuries is largely a tale of work as a collection of individual jobs. A variety of global forces unfolding over the last two decades, however, has pushed organizations worldwide to restructure work around teams, to enable more rapid, flexible, and adaptive responses to the unexpected. This shift in the structure of work has made team effectiveness a salient organizational concern. Teams touch our lives everyday and their effectiveness is important to well-being across a wide range of societal functions. There is over 50 years of psychological research--literally thousands of studies--focused on understanding and influencing the processes that underlie team effectiveness. Our goal in this monograph is to sift through this voluminous literature to identify what we know, what we think we know, and what we need to know to improve the effectiveness of work groups and teams. We begin by defining team effectiveness and establishing the conceptual underpinnings of our approach to understanding it. We then turn to our review, which concentrates primarily on topics that have well-developed theoretical and empirical foundations, to ensure that our conclusions and recommendations are on firm footing. Our review begins by focusing on cognitive, motivational/affective, and behavioral team processes--processes that enable team members to combine their resources to resolve task demands and, in so doing, be effective. We then turn our attention to identifying interventions, or \"levers,\" that can shape or align team processes and thereby provide tools and applications that can improve team effectiveness. Topic-specific conclusions and recommendations are given throughout the review. There is a solid foundation for concluding that there is an emerging science of team effectiveness and that findings from this research foundation provide several means to improve team effectiveness. In the concluding section, we summarize our primary findings to highlight specific research, application, and policy recommendations for enhancing the effectiveness of work groups and teams.

The maintenance of serial order in verbal working memory (WM) is a major unsolved puzzle in cognitive science. Here we review a series of studies showing that serial order in verbal WM closely interacts with spatial processing. Accordingly, we outline the “mental whiteboard hypothesis,” which postulates that serial order in verbal WM is grounded in the spatial attention system. Specifically, serial context in verbal WM is provided by binding the memoranda to coordinates within an internal, spatially defined system within which (internal) spatial attention is at play to the purpose of searching for and retrieving information. Challenges and opportunities to be considered in future studies are discussed.

This paper considers the effect of team structure on a team's engagement in learning and continuous improvement. We begin by noting the uncertain conceptual status of the structure concept in the small groups literature and propose a conceptualization of team structure that is grounded in the long tradition of work on formal structure in the sociology and organization theory literatures. We then consider the thesis that, at least in self-managed teams dealing with stable tasks, greater team structure-i.e., higher levels of specialization, formalization, and hierarchy-can promote learning by encouraging information sharing, reducing conflict frequency, and fostering a climate of psychological safety; that is, we examine a mediated model in which the effect of structure on learning and improvement in teams is mediated by psychological safety, information sharing, and conflict frequency. This model was largely supported in a study of self-managed production teams in a Fortune 100 high-technology firm, although the observed pattern of mediation was more complex than anticipated. Higher structure was also associated with actual productivity improvements in a subsample of these teams. The theory and results of this study advance our understanding of team learning and underscore the importance of team structure in research on team processes and performance.

Despite the growing interest in extreme teams, there is currently a lack of understanding concerning leadership within such teams, as the literature has predominantly focused on team leadership within the context of traditional organizations. The current study investigates team leadership within the context of teams operating in extreme environments, with a specific focus on teams operating in isolated, confined environments. We seek to identify team leadership functions as well as a subset of structural characteristics associated with team leadership in extreme environments (i.e., formality of leadership, locus of leadership, and leadership distribution). We leverage a historiometric approach to capitalize on real historical examples of extreme teams that are rich with critical information regarding actual team leadership functions occurring in extreme settings. Results suggest that team leadership functions such as team problem solving, supporting social climate, structure and planning, and sensemaking are among the most prevalent. Results also indicated that the degree to which leadership is distributed throughout the team as well as the formality of leadership varies across action and transition phases of the team's task cycle.

The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance.

Informational asymmetries abound in economic decision making and often provide an incentive for deception through telling a lie or misrepresenting information. In this article I use a cheap-talk sender-receiver experiment to show that telling the truth should be classified as deception too if the sender chooses the true message with the expectation that the receiver will not follow the sender's (true) message. The experimental data reveal a large degree of 'sophisticated' deception through telling the truth. The robustness of my broader definition of deception is confirmed in an experimental treatment where teams make decisions.