Takımlar ve Takım Çalışmaları
Özet
Takımlar ve takım çalışmaları, son yıllarda iş organizasyonlarının vazgeçilmez unsurları arasında yerini almıştır. Takım; ortak bir amacı gerçekleştirmek için iş birliği yapan, ortaya çıkan sonucun (başarı ya da başarısızlık) tamamından tüm üyelerin birlikte sorumlu olduğu bir insan topluluğu olarak tanımlanabilir (Kozlowski ve Bell, 2013). Takım çalışması, bireylerin bilgi ve deneyimlerini paylaşarak sorunları daha kolay çözmelerini sağlar. Bu sayede üyeler birbirinden yeni şeyler öğrenir ve zorlu işler daha kısa sürede tamamlanabilir. Ancak bazen fikir ayrılıkları veya iletişim sorunları nedeniyle işler beklenenden uzun sürebilir. Takımlar “kalite iyileştirme” (Blaga ve Jozsef, 2014), “çapraz fonksiyonel” (Cordero ve ark., 1998), “kendi kendini yöneten/otonom” (Renkema ve ark., 2018) ve “sanal” (Siebdrat ve ark., 2009) olarak görev yapabilirler. Her takım türünün kendine özgü güçlü ve zayıf yönleri bulunmaktadır. Takımların “oluşma”, “çatışma”, “kural koyma”, “performans” ve “dağılma” olmak üzere beş gelişim aşamasından geçerek (Tuckman ve Jensen, 1977) görevlerini tamamlayabileceği önerilmiştir. Takımların başarısını etkileyen birçok faktör vardır. Bunlardan biri, takım üyelerinin birlikte çalışmaktan ve takıma katkı sağlamaktan hoşlanmasını ifade eden kolektif çalışma eğilimidir (Driskell ve ark., 2010). Bu özelliğe sahip olan kişilerden oluşan takımlar, bilgi paylaşımına daha açık olur ve genellikle daha yüksek performans gösterirler (Hageman ve ark., 2021) Bu özelliği etkileyen faktörlerden biri toplulukçu değerlerdir (Eby ve Dobbins, 1997). Takım çalışmasının başarılı olmasında, takım üyeleri arasında ortak bir zihinsel modelin bulunması çok önemlidir Zihinsel model, bir kişinin bir sistemi ya da kavramı anlamasına veya yönetmesine yardımcı olabilecek bilgilerin zihnindeki temsili olarak tanımlanabilir (Mathieu ve ark., 2000). Takım üyelerinin kullandıkları teknolojiye, yaptıkları göreve, birlikte çalıştıkları insanlarla kurmaları gereken etkileşime ve onların bireysel özelliklerine yönelik ortak zihinsel modelleri olduğu durumda takım performansı daha güçlü hale gelecektir (Cannon-Bowers ve ark., 1993). Ortak zihinsel modellerin oluşabilmesi için üyelerin zihinsel modellerinin benzer olması, yüksek düzeyde takım performansı ile sonuçlanabilmesi için de doğru olması son derece önemlidir (Mathieu ve ark., 2005). Takım üyeleri arasındaki yüzeysel ve derin farklılıkların takım çalışmasına etkisi, yapılan araştırmalarda detaylı biçimde incelenmiştir. Başlangıçta üyeler arasında algılanan benzerlik, sürecin ilk aşamalarında olumlu sonuçlara yol açabilir; fakat zamanla üyeler birbirini daha iyi tanıdıkça bu farklılıkların etkisi azalabilmektedir (Earley ve Mosakowski (2000). Yine de birçok çeşitlilik faktörü bir araya geldiğinde üyeler arasında çatışmaların ortaya çıkma olasılığı yükselmektedir (Bell ve ark. (2018). Takımın içinde bulunduğu sosyal çevrede çeşitliliğin benimsenmesi, özellikle yüzeysel farklılıkların olumlu etkisini artırır (Martins ve ark., 2003). Sorumluluk sahibi ve uyumlu kişilerden oluşan takımların daha iyi performans gösterdiği saptanmıştır (Peteers ve ark., 2006). Takım üyelerinin bilişsel kapasitesinin yüksek olması avantaj sağlarken (Edwards ve ark., 2006), çok farklı bilişsel tarzlara sahip kişilerin birlikte çalışması karar alma ve iş birliğinde zorluk yaratabileceğinden (Aggarwal ve Woolley, 201) takımlar oluşturulurken bu hususa özen gösterilmelidir. Duygusal/ilişkisel, görev ve süreç çatışmaları takım çalışmalarının başarısını etkileyebilecek diğer bir faktördür (Greer ve Dannals, 2017). Çatışmaların yönetiminde lidere önemli görevler düşmektedir (Wickramasinghe ve Nandula, 2015). İlişkisel veya duygusal çatışmaların görev çatışmalarıyla iç içe geçmemesi veya birbirlerini etkilememesi konusunda dikkatli olunması gereklidir (De Dreu ve Weingart, 2003). Süreç çatışmaları ise adalet algısını etkilediği için, takım çalışmasının başında dikkatlice ele alınmalıdır (Greer ve Dannals, 2017). Bir takım liderinin tek tek bireylerden çok takımın bütününe odaklandığını (West, 2012), bu özelliğiyle klasik liderlerden ayrıldığını ve genel olarak takımın görevlerini başarmasına yardımcı olmak misyonunu üstlendiğini söylemek mümkündür (Zaccaro ve ark., 2001). Takım liderlerinin göstermesi gereken davranışlara yönelik yapılan incelemeler bu liderlerin takıma farklı aşamalarda pek çok fayda sağlayacak işlevi üstlendiğini ortaya çıkarmıştır (Morgeson, 2010). Takım liderliği geleneksel yaklaşıma dayalı tek liderle yürütülebileceği gibi son zamanlarda görüldüğü üzere paylaşılarak da yürütülebilir. Liderliğin paylaşıldığı takımlarda, tek bir liderin olduğu takımlardan farklı olarak, takımı ilgilendiren önemli kararlar birbirleriyle etkileşime giren takım üyelerinin beraberce oluşturdukları kararlarla verilir (Ensley ve ark., 2003). Paylaşılan liderliğin takımlarda olumlu veya olumsuz sonuçlarına işaret eden araştırmalar bulunmaktadır (Carson ve ark., 2007; Chen ve Zhang (2023). Takım çalışmaları kapsamında literatürde yer alan eksikliklere bakıldığında gelecekteki araştırmalarda boylamsal çalışmalara ve kültürel karşılaştırmalara daha fazla ağırlık verilmesi önerilebilir. Zorbalık, istismar gibi olumsuz süreçler, takım dayanıklılığı, çeşitliliğin yarattığı olumsuzlukların nasıl yönetileceği, sanal takımlar ve yapay zekânın takım çalışmalarına entegrasyonu araştırmacıların öncelik verebileceği konu alanları arasında yer alabilir.
Referanslar
Adegbola, A. E., Adegbola, M. D., Amajuoyi, P., Benjamin, L. B. ve Adeusi, K. B. (2024). Fostering product development efficiency through cross-functional team leadership: Insights and strategies from industry experts. International Journal of Management & Entrepreneurship Research, 6(5), 1733-1753.
Aggarwal, I., Schilpzand, M. C., Martins, L. L., Woolley, A. W. ve Molinaro, M. (2023). The benefits of cognitive style versatility for collaborative work. Journal of Applied Psychology, 108(4), 647.
Aggarwal, I. ve Woolley, A. W. (2013). Do you see what I see? The effect of members’ cognitive styles on team processes and errors in task execution. Organizational Behavior and Human Decision Processes, 122(1), 92-99.
Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams. Academy of Management Journal, 39(1), 123-148.
Armstrong, S. J. (2000). The influence of individual cognitive style on performance in management education. Educational Psychology, 20(3), 323-339.
Avolio, B. J., Waldman, D. A. ve Einstein, W. O. 1988. Transformational leadership in a management simulation game: Impacting the bottom line. Group & Organization Studies, 13: 59-80.
Aycan Z. ve Kanungo R. N. (2000). Toplumsal Kültürün Kurumsal Kültür ve İnsan Kaynakları Uygulamaları Üzerine Etkileri. Z. Aycan (Ed.), Türkiye de Yönetim, Liderlik ve İnsan Kaynakları Uygulamaları içinde: (s. 25— 53). Türk Psikologlar Derneği Yayınları.
Badke‐Schaub, P., Goldschmidt, G. ve Meijer, M. (2010). How does cognitive conflict in design teams support the development of creative ideas? Creativity and Innovation Management, 19(2), 119-133.
Barrick, M. R. ve Mount, M. K. (1991). The big five personality dimensions and job performance: a meta‐analysis. Personnel Psychology, 44(1), 1-26.
Barrick, M. R., Stewart, G. L., Neubert, M. J. ve Mount, M. K. (1998). Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 83(3), 377.
Barsade, S. G., Ward, A. J., Turner, J. D. ve Sonnenfeld, J. A. (2000). To your heart's content: A model of affective diversity in top management teams. Administrative Science Quarterly, 45(4), 802-836.
Başbay, P. ve Kosova, J. E. (2022). Bireycilik-toplulukçuluk ve bilgi paylaşımı ilişkisinde kolektif çalışma yönelimi ile iş arkadaşlarına güvenin seri aracılık rolü. Psikoloji Çalışmaları, 42(3), 551-584.
Bell, S. T., Brown, S. G., Colaneri, A. ve Outland, N. (2018). Team composition and the ABCs of teamwork. American Psychologist, 73(4), 349.
Bell, S. T., Villado, A. J., Lukasik, M. A., Belau, L. ve Briggs, A. L. (2011). Getting specific about demographic diversity variable and team performance relationships: A meta-analysis. Journal of Management, 37(3), 709-743.
Berlowitz, D. R., Young, G. J., Hickey, E. C., Saliba, D., Mittman, B. S., Czarnowski, E., ... ve Moskowitz, M. A. (2003). Quality improvement implementation in the nursing home. Health Services Research, 38(1p1), 65-83.
Blaga, P. ve Jozsef, B. (2014). Human resources, quality circles and innovation. Procedia Economics and Finance, 15, 1458-1462.
Bonebright, D. A. (2010). 40 years of storming: a historical review of Tuckman's model of small group development. Human Resource Development International, 13(1), 111-120.
Byrne, D. ve Griffitt, W. (1973). Interpersonal attraction. Annual Review of Psychology, 24(1), 317-336.
Byron, K., Keem, S., Darden, T., Shalley, C. E. ve Zhou, J. (2023). Building blocks of idea generation and implementation in teams: A meta‐analysis of team design and team creativity and innovation. Personnel Psychology, 76(1), 249-278.
Bunderson, J. S. ve Sutcliffe, K. M. (2002). Comparing alternative conceptualizations of functional diversity in management teams: Process and performance effects. Academy of Management Journal, 45(5), 875-893.
Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E. ve Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? Leadership Quarterly, 17, 288-307.
Burtscher, M. J. ve Manser, T. (2012). Team mental models and their potential to improve teamwork and safety: a review and implications for future research in healthcare. Safety Science, 50(5), 1344-1354.
Cannon-Bowers, J. A., Salas, E. ve Converse, S. (1993). Shared mental models in expert team decision making. Individual and group decision making: Current Issues, 221, 221-46.
Calomeni, C. A., Solberg, L. I. ve Conn, S. A. (1999). Nurses on quality improvement teams: how do they benefit? Journal of Nursing Care Quality, 13(5), 75-84.
Carson, J. B., Tesluk, P. E. ve Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217-1234.
Chen, W. ve Zhang, J. H. (2023). Does shared leadership always work? A state-of-the-art review and future prospects. Journal of Work-Applied Management, 15(1), 51-66.
Cohen, S. G. (1994). Designing effective self-managing work teams. In M. M. Beyerlein, D. A. Johnson, & S. T. Beyerlein (Eds.), Advances in interdisciplinary studies of work teams, Volume 1. Series of self-managed work teams (pp.67-102). JAI Press.
Cordero, R., Farris, G. F. ve DiTomaso, N. (1998). Technical professionals in cross‐functional teams: their quality of work life. Journal of Product Innovation Management: An International Publication of The Product Development & Management Association, 15(6), 550-563.
Costa, A. C., Fulmer, C. A. ve Anderson, N. R. (2018). Trust in work teams: An integrative review, multilevel model, and future directions. Journal of organizational behavior, 39(2), 169-184.
Costa Jr, P. T. ve McCrae, R. R. (1995). Domains and facets: Hierarchical personality assessment using the Revised NEO Personality Inventory. Journal of Personality Assessment, 64(1), 21-50.
Day, D. V., Gronn, P. ve Salas, E. (2004). Leadership capacity in teams. The Leadership Quarterly, 15(6), 857-880.
De Dreu, C. K. (2006). When too little or too much hurts: Evidence for a curvilinear relationship between task conflict and innovation in teams. Journal of Management, 32(1), 83-107.
De Dreu, C. K. ve Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis. Journal of Applied Psychology, 88(4), 741.
De Wit, F., Greer, L.L. ve Jehn, K.A. (2012). The paradox of intragroup conflict: A meta–analysis. Journal of Applied Psychology, 97(2), 360–390. doi: 10.1037/a0024844
Delizonna, L. (2017). High-performing teams need psychological safety. Here’s how to create it. Harvard Business Review, 8, 1-5.
Driskell, J. E., Salas, E. ve Hughes, S. (2010). Collective orientation and team performance: Development of an individual differences measure. Human Factors, 52(2), 316-328.
Druskat, V. U. ve Wheeler, J. V. (2003). Managing from the boundary: The effective leadership of self-managing work teams. Academy of Management Journal, 46, 435-457
Earley, C. P. ve Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43(1), 26-49.
Eby, L. T. Dobbins, G. H. (1997). Collectivistic orientation in teams: An individual and group-level analysis. Journal of Organizational Behavior, 18(3), 275-295.
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
Edmondson, A. C. (2004). Learning from failure in health care: frequent opportunities, pervasive barriers. BMJ Quality & Safety, 13(suppl 2), ii3-ii9.
Edmondson, A. C. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40, 1419-1452.
Edmondson, A., ve Moingeon, B. (1998). From organizational learning to the learning organization. Management Learning, 29(1), 5-20.
Edwards, B. D., Day, E. A., Arthur Jr, W. ve Bell, S. T. (2006). Relationships among team ability composition, team mental models, and team performance. Journal of Applied Psychology, 91(3), 727.
Ehrhardt, K., Miller, J. S., Freeman, S. J. ve Hom, P. W. (2014). Examining project commitment in cross-functional teams: Antecedents and relationship with team performance. Journal of Business and Psychology, 29, 443-461.
Ellis, G., Found, P., Kumar, M. ve Harwell, J. (2019). New evidence on the origins of quality circles. Total Quality Management & Business Excellence, 30(sup1), S129-S140.
Ensley, M. D., Pearson, A. ve Pearce, C. L. (2003). Top management team process, shared leadership, and new venture performance: A theoretical model and research agenda. Human Resource Management Review, 13(2), 329-346.
Fisher, D. M., Bell, S. T., Dierdorff, E. C. ve Belohlav, J. A. (2012). Facet personality and surface-level diversity as team mental model antecedents: Implications for implicit coordination. Journal of Applied Psychology, 97(4), 825.
Gardner, A. K., Scott, D. J. ve AbdelFattah, K. R. (2017). Do great teams think alike? An examination of team mental models and their impact on team performance. Surgery, 161(5), 1203–1208. https://doi.org/10.1016/j.surg.2016.11.010
Garro-Abarca, V., Palos-Sanchez, P. ve Aguayo-Camacho, M. (2021). Virtual teams in times of pandemic: Factors that influence performance. Frontiers in Psychology, 12, 624637.
Greer, L. L. ve Dannals, J. E. (2017). Conflict in teams. J. Passmore (Ed.), The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes içinde (pp. 317-343). Wiley Online Library.
Greer, L. L., Jehn, K. A. ve Mannix, E. A. (2008). Conflict transformation a longitudinal investigation of the relationships between different types of intragroup conflict and the moderating role of conflict resolution. Small Group Research, 39(3), 278–302. doi: 10.1177/1046496408317793
Greer, L. L., Saygi, O., Aaldering, H. ve De Dreu, C. K. (2012). Conflict in medical teams: opportunity or danger? Medical Education, 46(10), 935-942.
Hackman, J. R. ve Wageman, R. (2004). When and how team leaders matter. Research in Organizational Behavior, 26, 37-74.
Hackman, J. R. ve Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287.
Hagemann, V., Ontrup, G. ve Kluge, A. (2021). Collective orientation and its implications for coordination and team performance in interdependent work contexts. Team Performance Management: An International Journal, 27(1/2), 30-65.
Hartwig, A., Clarke, S., Johnson, S. ve Willis, S. (2020). Workplace team resilience: A systematic review and conceptual development. Organizational Psychology Review, 10(3-4), 169-200.
Henke, J. W., Krachenberg, A. R. ve Lyons, T. F. (1993). Perspective: Cross-functional teams: Good concept, poor implementation. Journal of Product Innovation Management, 10(3), 216-229.
Hinds, P.J. ve Weisband S.P. (2003). Knowledge sharing and shared understanding. In C.B. Gibson, & S.G. Cohen (eds.) Virtual Teams that Work: Creating Conditions for Virtual Team Effectiveness, (pp. 21–36). Jossey-Bass.
Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2, 8. http://dx.doi.org/10.9707/2307-0919.1014
Hodzic, N., Efendic, A. ve Kapo, A. (2025). Team effectiveness in a virtual environment: the role of trust and knowledge sharing. Strategic Management-International Journal of Strategic Management and Decision Support Systems in Strategic Management, 20. doi: 10.5937/StraMan2400017H
Hoegl, M., Weinkauf, K. ve Gemuenden, H. G. (2004). Interteam coordination, project commitment, and teamwork in multiteam R&D projects: A longitudinal study. Organization Science, 15, 38–55.
Imam, H. ve Zaheer, M. K. (2021). Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team. International Journal of Project Management, 39(5), 463-473.
Ingvaldsen, J. A. ve Rolfsen, M. (2012). Autonomous work groups and the challenge of inter-group coordination. Human Relations, 65(7), 861-881.
Jansen, A. E. ve Searle, B. J. (2021). Diverse effects of team diversity: a review and framework of surface and deep-level diversity. Personnel Review, 50(9), 1838-1853.
Jehn, K. A. ve Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238-251.
Kane, T. D., Zaccaro, S. J., Tremble, T. R. ve Masuda, A. D. (2002). An examination of the leader’s regulation of groups. Small Group Research, 33, 65-120.
Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of research and development project team performance. Journal of Applied Psychology, 91, 202-210.
Kirkman, B. L. ve Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58-74.
Kirkman, B. L., Tesluk, P. E. ve Rosen, B. (2004). The impact of demographic heterogeneity and team leader-team member demographic fit on team empowerment and effectiveness. Group & Organization Management, 29(3), 334-368.
Klimoski, R. ve Mohammed, S. (1994). Team mental model: Construct or metaphor? Journal of Management, 20(2), 403-437.
Kosova, J. E. ve Başbay, P. (2024). Kolektif Çalışma Yönelimi Ölçeği Türkçe Formu: Geçerlik ve Güvenirlik Çalışması. Abant Sosyal Bilimler Dergisi, 24(3), 865-880.
Kozlowski, S. W. J., & Bell, B. S. (2013). Work groups and teams in organizations: Review Update. N. W. Schmitt, S. Highhouse, & I. B. Weiner (eds), In Handbook of Psychology: Industrial and Organizational Psychology (pp. 412–469). John Wiley & Sons.
Kozlowski, S. W. ve Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 77-124.
Langfred, C. W. (2004). Too much of a good thing? Negative effects of high trust and individual autonomy in self-managing teams. Academy of Management Journal, 47(3), 385-399.
LePine, J. A. (2003). Team adaptation and postchange performance: effects of team composition in terms of members' cognitive ability and personality. Journal of Applied Psychology, 88(1), 27.
Lim, B. C. ve Klein, K. (2006). Team mental models and team performance: A field study of the effects of team mental model similarity and accuracy. Journal of Organizational Behavior, 27(4), 403– 418.
Lindenfeld, S. ve Vlchek, D. (2001). Engaging physicians in continuous quality improvement. Advances in Renal Replacement Therapy, 8(2), 120-124.
Macelaru, M. (2024, June). Team Development and Experiential Learning. In Proceedings of the 36th International RAIS Conference on Social Sciences and Humanities (pp. 24-30). Scientia Moralitas Research Institute.
Malone, T. W. ve Bernstein, M. (Ed.). (2015). Handbook of Collective Intelligence. MIT press.
Marks, M. A., Mathieu, J. E. ve Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376.
Marks, M. A. ve Panzer, F. J. (2004). The influence of team monitoring on team processes and performance. Human Performance, 17(1), 25-41.
Marks, M. A., Zaccaro, S. J. ve Mathieu, J. E. (2000). Performance implications of leader briefings and team-interaction training for team adaptation to novel environments. Journal of Applied Psychology, 85(6), 971.
Martins, L. L., Milliken, F. J., Wiesenfeld, B. M. ve Salgado, S. R. (2003). Racioethnic diversity and group members’ experiences: The role of the racioethnic diversity of the organizational context. Group & Organization Management, 28(1), 75-106.
Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Salas, E. ve Cannon-Bowers, J. A. (2000). The influence of shared mental models on team process and performance. Journal of Applied Psychology, 85(2), 273.
Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Cannon-Bowers, J. A., & Salas, E. (2005). Scaling the quality of teammates’ mental models: Equifinality and normative comparisons. Journal of Organizational Behavior, 26(1), 37-56. doi:10.1002/job.296
McCrae, R. R. ve John, O. P. (1992). An introduction to the five‐factor model and its applications. Journal of Personality, 60(2), 175-215.
McDonough III, E. F. (2000). Investigation of factors contributing to the success of cross‐functional teams. Journal of Product Innovation Management: An International Publication of the Product Development & Management Association, 17(3), 221-235.
Mendo-Lázaro, S., Polo-del-Río, M. I., Iglesias-Gallego, D., Felipe-Castaño, E. ve León-del-Barco, B. (2017). Construction and validation of a measurement instrument for attitudes towards teamwork. Frontiers in Psychology, 8, 1009.
Miller, C. C., Burke, L. M. ve Glick, W. H. (1998). Cognitive diversity among upper‐echelon executives: implications for strategic decision processes. Strategic Management Journal, 19(1), 39-58.
Morales-Huamán, H. I., Medina-Valderrama, C. J., Valencia-Arias, A., Vasquez-Coronado, M. H., Valencia, J., ve Delgado-Caramutti, J. (2023). Organizational culture and teamwork: A bibliometric perspective on public and private organizations. Sustainability, 15(18), 13966.
Morrissette, A. M. ve Kisamore, J. L. (2020). Trust and performance in business teams: a meta-analysis. Team Performance Management: An International Journal, 26(5/6), 287-300.
Mustafa, G., Glavee-Geo, R. ve Rice, P. M. (2017). Teamwork orientation and personal learning: The role of individual cultural values and value congruence. SA Journal of Industrial Psychology, 43(1), 1-13.
Mohammed, S. ve Angell, L. C. (2003). Personality heterogeneity in teams: Which differences make a difference for team performance? Small Group Research, 34(6), 651-677.
Morgeson, F. P., DeRue, D. S. ve Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5-39.
Mumford, T. V., Van Iddekinge, C. H., Morgeson, F. P. ve Campion, M. A. (2008). The team role test: Development and validation of a team role knowledge situational judgment test. Journal of Applied Psychology, 93, 250-267
Neuman, G. A., Wagner, S. H. ve Christiansen, N. D. (1999). The relationship between work-team personality composition and the job performance of teams. Group & Organization Management, 24(1), 28-45.
Neuman, G. A. ve Wright, J. (1999). Team effectiveness: Beyond skills and cognitive ability. Journal of Applied psychology, 84(3), 376.
Pelled, L. H. (1996). Relational demography and perceptions of group conflict and performance: A field investigation. International Journal of Conflict Management, 7(3), 230-246.
Pelled, L. H., Eisenhardt, K. M. ve Xin, K. R. (1999). Exploring the black box: An analysis of work group diversity, conflict and performance. Administrative Science Quarterly, 44(1), 1-28.
Prado, J. C. (2001). Beyond quality circles and improvement teams. Total Quality Management, 12(6), 789-798.
Proehl, R. A. (1996). Enhancing the effectiveness of cross‐functional teams. Leadership & Organization Development Journal, 17(5), 3-10.
Proenca, E. J. (2007). Team dynamics and team empowerment in health care organizations. Health Care Management Review, 32(4), 370-378.
O'Neill, T. A. ve Allen, N. J. (2011). Personality and the prediction of team performance. European Journal of Personality, 25(1), 31-42.
Ovretveit, J. (1999). A team quality improvement sequence for complex problems. BMJ Quality & Safety, 8(4), 239-246.
Peteers, M. A., Van Tuijl, H. F., Rutte, C. G. ve Reymen, I. M. (2006). Personality and team performance: a meta‐analysis. European Journal of Personality: Published for the European Association of Personality Psychology, 20(5), 377-396.
Peterson, R. S. (1997). A directive leadership style in group decision making can be both virtue and vice: Evidence from elite and experimental groups. Journal of Personality and Social Psychology, 72(5), 1107.
Oh, C. S., Bailenson, J. N., ve Welch, G. F. (2018). A systematic review of social presence: Definition, antecedents, and implications. Frontiers in Robotics and AI, 5, 114.
O'Leary-Kelly, A. M., Martocchio, J. J., ve Frink, D. D. (1994). A review of the influence of group goals on group performance. Academy of Management Journal, 37(5), 1285-1301.
Qi, M. ve Armstrong, S. J. (2019). The influence of cognitive style diversity on intra-group relationship conflict, individual-level organizational citizenship behaviors and the moderating role of leader-member-exchange. International Journal of Conflict Management, 30(4), 490-513.
Randall, K. R., Resick, C. J. ve DeChurch, L. A. (2011). Building team adaptive capacity: The roles of sensegiving and team composition. Journal of Applied Psychology, 96(3), 525.
Reimer, T., Russell, T. and Roland, C. 2017. Groups and Teams in Organizations. In C.R. Scott, and L. Lewis (eds.), The International Encyclopedia of Organizational Communication, (pp.1-23). John Wiley & Sons.
Renkema, M., Bondarouk, T. ve Bos-Nehles, A. (2018). Transformation to self-managing teams: Lessons learned: A look at current trends and data. Strategic HR Review, 17(2), 81-84.
Rickards, T. ve Moger, S. (2000). Creative leadership processes in project team development: an alternative to Tuckman's stage model. British Journal of Management, 11(4), 273-283.
Rico, R., Sánchez-Manzanares, M., Gil, F. ve Gibson, C. (2008). Team implicit coordination processes: A team knowledge–based approach. Academy of Management Review, 33(1), 163-184.
Robert, C. ve Cheung, Y. H. (2010). An examination of the relationship between conscientiousness and group performance on a creative task. Journal of Research in Personality, 44(2), 222-231.
Rutte C.G. (2003) Social loafing in teams. In M.A. West, D. Tjosvold, K.G. Smith (eds), International Handbook of Organizational Teamwork and Cooperative Working (pp. 361-378). John Wiley & Sons.
Schilpzand, M. C. ve Martins, L. L. (2010, August). Cognitive Diversity and Team Performance: The Roles of Team Mental Models and Information Processing. In Academy of Management Proceedings (Vol. 2010, No. 1, pp. 1-6). Briarcliff Manor, Ny 10510: Academy of Management.
Schmutz, J. B., Outland, N., Kerstan, S., Georganta, E. ve Ulfert, A. S. (2024). AI-teaming: Redefining collaboration in the digital era. Current Opinion in Psychology, 58, 101837.
Shea, G. P. ve Guzzo, R. A. (1987). Groups as human resources. In K. M. Rowland ve G. R. Ferris (Eds.), Research in Personnel and Human Resources Management, (pp. 323-356). JAI Press.
Siebdrat, F., Hoegl, M. ve Ernst, H. (2009). How to manage virtual teams. MIT Sloan Management Review, 50(4), 63-68.
Smith-Jentsch, K. A., Cannon-Bowers, J. A., Tannenbaum, S. I. ve Salas, E. (2008). Guided team self-correction: Impacts on team mental models, processes, and effectiveness. Small Group Research, 39(3), 303-327.
Sogancilar, N. ve Ors, H. (2018). Understanding the challenges of multicultural team management. Journal of Business Economics and Finance, 7(3), 259-268.
Solansky, S. T. (2008). Leadership style and team processes in self-managed teams. Journal of Leadership & Organizational Studies, 14(4), 332-341.
Soomar, Z. (2020). A framework for building and maintain trust in remote and virtual teams. F1000Research, 9(1187),1187. https://doi.org/10. 12688/f1000research.26626.1
Triandis, H. C. ve Gelfand, M. J. (1998). Converging measurement of horizontal and vertical individualism and collectivism. Journal of Personality and Social Psychology, 74(1), 118.
Trist, E. L. ve Bamforth, K. W. (1951). Some social and psychological consequences of the longwall method of coal-getting: An examination of the psychological situation and defences of a work group in relation to the social structure and technological content of the work system. Human Relations, 4(1), 3-38.
Van der Hoek, M., Groeneveld, S. ve Kuipers, B. (2018). Goal setting in teams: Goal clarity and team performance in the public sector. Review of Public Personnel Administration, 38(4), 472-493.
Wagner III, J. A. (1995). Studies of individualism-collectivism: Effects on cooperation in groups. Academy of Management Journal, 38(1), 152-173.
Wang, L. R., Wang, Y., Lou, Y., Li, Y. ve Zhang, X. G. (2013). The role of quality control circles in sustained improvement of medical quality. Springerplus, 2, 1-5.
Weerheim, W., Van Rossum, L. ve Ten Have, W. D. (2019). Successful implementation of self-managing teams. Leadership in Health Services, 32(1), 113-128.
West, M. A. (2012). Effective teamwork: Practical lessons from organizational research. John Wiley & Sons.
Wood, R., Hull, F. ve Azumi, K. (1983). Evaluating quality circles: The American application. California Management Review, 26(1), 37-53.
Hornsey, M. J. (2008). Social identity theory and self‐categorization theory: A historical review. Social and personality psychology compass, 2(1), 204-222.
Tannenbaum, S. I., Smith-Jentsch, K. A. ve Behson, S. J. (1998). Training team leaders to facilitate team learning and performance. In J. A. Cannon-Bowers ve E. Salas (Eds.), Making Decisions Under Stress: Implications for Individual and Team Training. (pp. 247–270). American Psychological Association Press.
Tuckman, B. W. ve Jensen, M. A. C. (1977). Stages of small-group development revisited. Group & Organization Studies, 2(4), 419-427.
Tyran, K. L. ve Gibson, C. B. (2008). Is what you see, what you get? The relationship among surface-and deep-level heterogeneity characteristics, group efficacy, and team reputation. Group & Organization Management, 33(1), 46-76.
Wickramasinghe, V. ve Nandula, S. (2015). Diversity in team composition, relationship conflict and team leader support on globally distributed virtual software development team performance. Strategic Outsourcing: An International Journal, 8(2/3), 138-155.
Wilson, J. M., Straus, S. G., ve McEvily, B. (2006). All in due time: The development of trust in computer-mediated and face-to-face teams. Organizational Behavior and Human Decision Processes, 99(1), 16-33.
Zaccaro, S. J., Rittman, A. L. ve Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483.
Zhang, Y., ve Zhang, X. (2024). Top management team functional diversity and ESG performance. Finance Research Letters, 63, 105362.
