Page 127 - Štremfel, Urška, and Maša Vidmar (eds.). 2018. Early School Leaving: Cooperation Perspectives. Ljubljana: Pedagoški inštitut.
P. 127
theoretical, empirical and practical insight into team cooperation ...
on the topic is very large and the topic of cross-sectoral team collaboration
lies in the focus of the TITA project, we decided to present an overview of
key scientific findings in two separate yet interrelated articles. In this first
article, we focus on the factors that shape, leverage or align team process-
es (part I), whereas in the second article we concentrate on team processes
(including emergent states) per se (part II; see Figure 21).
As depicted in Figure 21, the science of teams (groups) acknowledges
the importance and embeddedness of the team within the environment, or-
ganisations or wider system, but focuses on aspects of team functioning and
team effectiveness at a micro-level. Thus, the aim of the present article is to
examine the impressive body of theoretical and empirical literature on small
groups and teams to help understand (multi-professional) teams’ daily func-
tioning at the grassroots level and thus help deal with the challenges.
We begin our article with the contemporary conceptual framework
for understanding teams. This is followed by a review of factors that shape,
leverage or align team processes and a team’s emergent states. In addition,
how knowledge can be applied to the field of ESL multi-professional teams
is presented; these practical insights are marked in italics.
Methodology
First, we conducted computerised literature searches in electronic sourc-
es (PsycINFO, PsyArticles, ScienceDirect, ABI/INFORM Complete and
Google Scholar) using a variety of relevant key words, e.g. team compo-
sition, team processes, team competencies, team leadership, team con-
flict, team performance, team effectiveness, small group research, group
dynamics, meta-analysis. Second, we examined references cited in oth-
er articles (i.e., ‘backward search’ procedures). Third, we examined rel-
evant chapters in major handbooks of work, organisation and industri-
al psychology.
The focus was on examining meta-analytical and review articles; this
was complemented by examining individual empirical studies. Emphasis
was on recent literature published in the last two decades (since 1995). Most
of the reviewed work builds on or integrates previous theoretical and em-
pirical work. The methodology for this article and its continuation in the
second article was common.
127
on the topic is very large and the topic of cross-sectoral team collaboration
lies in the focus of the TITA project, we decided to present an overview of
key scientific findings in two separate yet interrelated articles. In this first
article, we focus on the factors that shape, leverage or align team process-
es (part I), whereas in the second article we concentrate on team processes
(including emergent states) per se (part II; see Figure 21).
As depicted in Figure 21, the science of teams (groups) acknowledges
the importance and embeddedness of the team within the environment, or-
ganisations or wider system, but focuses on aspects of team functioning and
team effectiveness at a micro-level. Thus, the aim of the present article is to
examine the impressive body of theoretical and empirical literature on small
groups and teams to help understand (multi-professional) teams’ daily func-
tioning at the grassroots level and thus help deal with the challenges.
We begin our article with the contemporary conceptual framework
for understanding teams. This is followed by a review of factors that shape,
leverage or align team processes and a team’s emergent states. In addition,
how knowledge can be applied to the field of ESL multi-professional teams
is presented; these practical insights are marked in italics.
Methodology
First, we conducted computerised literature searches in electronic sourc-
es (PsycINFO, PsyArticles, ScienceDirect, ABI/INFORM Complete and
Google Scholar) using a variety of relevant key words, e.g. team compo-
sition, team processes, team competencies, team leadership, team con-
flict, team performance, team effectiveness, small group research, group
dynamics, meta-analysis. Second, we examined references cited in oth-
er articles (i.e., ‘backward search’ procedures). Third, we examined rel-
evant chapters in major handbooks of work, organisation and industri-
al psychology.
The focus was on examining meta-analytical and review articles; this
was complemented by examining individual empirical studies. Emphasis
was on recent literature published in the last two decades (since 1995). Most
of the reviewed work builds on or integrates previous theoretical and em-
pirical work. The methodology for this article and its continuation in the
second article was common.
127
