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Team dynamics significantly influence the outcomes of modern football matches. This study employs an information-theoretical approach, specifically causal emergence, combined with graph theory to explore how team-level dynamics arise from complex interactions among players, utilizing tracking data from 34 J-League matches. We focused on how collective behaviors arise from the interdependence of individual actions, examining team coordination and dynamics through player positions and movements to identify emergent properties. Specifically, we selected relative distance to the field’s center, center of mass (CoM) and clustering coefficients based on velocity similarity and inverse distance as macroscopic features to capture the key aspects of team structure, coordination, and spatial relationships. Relative distance and CoM represent the collective positioning of the team, while clustering coefficients provide insights into localized cooperation and movement similarity among the players. The results indicate that average causal emergence with relative distance and CoM as a macroscopic feature across entire games shows a strong correlation with differences in ball possession rate between home and away teams. In contrast, clustering coefficients based on inverse distance and velocity similarity showed moderate to weak correlations with ball possession rate, indicating that these metrics may capture localized interactions that are less directly tied to team-level emergent behavior compared to CoM. Additionally, relative distance and CoM as macroscopic features yield higher causal emergence in attacking phases than in defending phases before shooting, suggesting that the collective positioning of players may play a more significant role in facilitating successful attacks than in defensive stability. This study offers a novel perspective on team coordination in football, suggesting that effective team coordination may be characterized by emergent patterns arising from collective positioning. These findings have practical implications for understanding coordinated team behaviors and inform coaching and performance analysis focused on enhancing team dynamics.

The world’s most reputable engineering education accreditation institutions have explicitly emphasized the necessity of acquiring effective teamwork skills, interaction skills, and creativity by engineering students. However, no research in Iranian universities examines effective teamwork in engineering education and its impact on student creativity and interaction. This research proposes a framework based on a theoretical model and previous research findings to fill this research gap. This framework proposes a method for using effective teamwork in engineering classes by suggesting appropriate methods for team formation, managing team dynamics, teaching effective teamwork, and conducting peer evaluation. Then, to evaluate the impact of this effective team model, three experimental groups were studied: Group 1, which carried out a class project in an individual activity, Group 2, which carried out the activity as a team without using effective teamwork recommendations, and Group 3, which experienced effective teamwork with the help of the proposed framework. Finally, the scores of creativity, interaction with classmates, and learning of students were compared using the one-way ANOVA method, and it was found that if teamwork is used, students’ creativity, interaction, and learning increase, and if effective teamwork strategies are used, students’ creativity and interaction increase further.

This research investigates the moderating role of knowledge-sharing capability on the effects of team dynamics on organisational learning by decomposing team dynamics into two types, namely, intra-team and inter-team dynamics. Using structural equation modelling techniques and data from a large-scale survey of employees in Australia, it is shown that inter-team dynamics has a larger direct effect on organisational learning compared with intra-team dynamics. However, when taking the moderating effects of knowledge-sharing capability into consideration, intra-team dynamics contribute more to organisational learning. The findings suggest that knowledge-sharing capability is more critical within teams rather than between teams in enhancing organisational learning. The implications of these findings for knowledge management research and practice are fully discussed.

Teams perform cognitive activities such as making decisions and assessing situations as a unit. The team cognition behind these activities has traditionally been linked to individual knowledge and its distribution across team members. The theory of interactive team cognition instead argues that team cognition resides in team interactions and that it is an activity that takes place in a rich context that needs to be measured at the team level. This article describes this dynamic perspective on team cognition, some research that supports it, and the implications for measuring, understanding, and improving team cognition.

Abstract Background Cultural and social determinants influence antibiotic decision-making in hospitals. We investigated and compared cultural determinants of antibiotic decision-making in acute medical and surgical specialties. Methods An ethnographic observational study of antibiotic decision-making in acute medical and surgical teams at a London teaching hospital was conducted (August 2015–May 2017). Data collection included 500 hours of direct observations, and face-to-face interviews with 23 key informants. A grounded theory approach, aided by Nvivo 11 software, analyzed the emerging themes. An iterative and recursive process of analysis ensured saturation of the themes. The multiple modes of enquiry enabled cross-validation and triangulation of the findings. Results In medicine, accepted norms of the decision-making process are characterized as collectivist (input from pharmacists, infectious disease, and medical microbiology teams), rationalized, and policy-informed, with emphasis on de-escalation of therapy. The gaps in antibiotic decision-making in acute medicine occur chiefly in the transition between the emergency department and inpatient teams, where ownership of the antibiotic prescription is lost. In surgery, team priorities are split between 3 settings: operating room, outpatient clinic, and ward. Senior surgeons are often absent from the ward, leaving junior staff to make complex medical decisions. This results in defensive antibiotic decision-making, leading to prolonged and inappropriate antibiotic use. Conclusions In medicine, the legacy of infection diagnosis made in the emergency department determines antibiotic decision-making. In surgery, antibiotic decision-making is perceived as a nonsurgical intervention that can be delegated to junior staff or other specialties. Different, bespoke approaches to optimize antibiotic prescribing are therefore needed to address these specific challenges. Culture and team dynamics within specialties influence antibiotic decision-making. A collectivist culture in medicine supports rationalized and policy-driven decision-making. In surgery, antibiotic decision-making is delegated to juniors or other specialties. Addressing these specific challenges is critical to optimizing antibiotic prescribing.

The current study draws on work in the areas of team adaptation, team compilation, and small groups as complex systems to predict and test relationships between time, taskwork team mental models, team action patterns, and team effectiveness. Three-person teams performed 9 scenarios of a firefighting simulation distributed over 3 days with discontinuous task changes introduced in the fourth and seventh scenarios (N = 41 teams; 123 individuals). We applied pattern detection algorithm software to the behavioral data to identify emergent performative patterns in the team members’ task-oriented actions. We also used discontinuous growth modeling to track the development of these team action patterns and their dynamic relation to team effectiveness. The results indicate that pattern emergence increased over time. This was particularly true for teams with similar taskwork mental models, and these teams also showed a more acute decrease in action patterns after a task change. In addition, team action patterns became increasingly positively related to team effectiveness over time, but this effect was reset after the occurrence of a task change. Overall, our research provides practical guidance to managers by illustrating the value of teams having highly shared taskwork team mental models and of enhancing the effects of teams’ action patterns on team adaptive outcomes.

Emergence as a multilevel process has received limited research attention in the micro-meso disciplines of organizational science. Our intent is to explain the conceptual underpinnings of emergence and to advance a more dynamic, process-oriented conceptualization. We discuss emergence as a bottom-up, multilevel process and focus attention on three neglected issues: (a) emergence is dynamic, (b) manifests in different idealized forms, and (c) can vary in form over time. We consider two core phenomena in work teams—cognition and cohesion—to illustrate how this dynamic and multifaceted perspective on emergence can advance theory development and new research directions.

Why are there numerous cases of esports teams with superstar rosters that have failed? This question highlights that having top professional players with extraordinary individual skills may not be enough to achieve success. Since winning is a primary goal, it is crucial to understand all the variables that positively influence performance. While individual performance is critical to success as part of an esports team, team dynamics, structures, and processes also foster group functioning and performance. Thus, this research aims to conduct a systematic review of the team variables involved in the performance of esports teams. For this purpose, we conducted a literature search following the PRISMA guidelines in Science Direct, Web of Science, and PsycInfo databases since 2023. This search resulted in 371 articles, and after applying the inclusion and exclusion criteria, a total of twenty-three scientific articles were analyzed. The results were grouped under seven main topics: 1) Organigram, 2) Stages of a team, 3) Team structure, 4) Team variables and processes, 5) Leadership, 6) Lack of experience in team integration, and 7) Holistic and integral perspective. To conclude, more research is needed to study the effect of team dynamics in esports, as well as to highlight the role of the psychologist in fostering group dynamics to improve team cohesion, coordination, motivation, performance, and synergy.

PurposeWhile diversification within organisations is seen by many to be a strategic move, there is conflicting evidence about what makes diverse teams successful. The purpose of this paper is to highlight a range of complex, and in some cases contradictory, research contributions towards several key areas of diversity within teams, and to propose a framework for integrating existing approaches and clarifying inconsistencies in this domain.Design/methodology/approachA literature review was conducted to explore several key areas of surface and deep-level diversity in teams, with the discussion included in this paper highlighting many of the inconsistencies and complexities associated with this research domain.FindingsThis review highlights the need for future research to look at the effects of surface and deep-level diversity simultaneously, over time, across multiple levels and with a broad range of contextual moderators, to examine their impact on a range of outcomes.Originality/valueIn order to account for the complexities within diversity research, the authors propose the use of the job demands-resources (JDR) model which suggests possible explanations for inconsistent findings and bridges the gap between commonly used theoretical perspectives.

This research focused on the organizational level of teamwork in companies in the Slovak Republic. The study helped to reveal the possibilities of sustainable management of team cooperation. Utilizing a mixed-methods approach, including quantitative questionnaires and qualitative interviews, the study examined four key areas: (1) team system and work positions in the team, (2) division of tasks in the team and tasks management, (3) team communication (external, internal), and (4) team training activities. The findings reveal a widespread use of teamwork, with a significant proportion of tasks performed by teams and many organizations exhibiting high reliance on teamwork. However, the study also highlights a dominance of traditional management practices, where team formation is primarily driven by capacity constraints, with limited support for organic team emergence. Moreover, management often retains significant control over team decision-making. The research further indicates that many employees lack adequate training in teamwork skills and principles. While teamwork is prevalent, reliance on traditional communication methods, such as face-to-face meetings and phone calls, persists, despite the potential of ICT tools to enhance collaboration. Furthermore, the effective use of ICT tools is hindered by challenges such as incompatibility between different systems and limited data accessibility. These findings underscore the need for organizations to embrace more agile and flexible team structures, invest in comprehensive teamwork training for all employees, leverage ICT tools effectively to improve communication and collaboration, and foster a culture of continuous improvement and feedback within teams. By addressing these areas, organizations can enhance teamwork effectiveness, improve employee engagement, and ultimately achieve better organizational outcomes so that they can implement sustainable approaches for organizing team collaboration.