Policy: Small Group Research is an international and interdisciplinary journal presenting research, theoretical advancements, and empirically supported applications with respect to all types of small groups. Through advancing the systematic study of small groups, this journal seeks to increase communication among all who are professionally interested in group phenomena.

Small Group Research is an international and interdisciplinary journal that focuses on research, theoretical advancements, and empirically supported applications related to all types of small groups. By advancing the systematic study of small groups, this journal aims to enhance communication among all professionals interested in group phenomena.

《Small Group Research》是一本国际性和跨学科的期刊，专注于研究、理论进展以及对各种小组的实证支持应用。通过推动小组系统研究，该期刊旨在促进所有对小组现象感兴趣的专业人士之间的交流。

Small Group Research

With many employees operating in a multiteam environment, multiple team membership (MTM) has become a critical topic across a number of disciplines. Although MTM research is often regarded as being in its beginning stages, there has been a recent uptick of research. An integration of the literature at this phase allows scholars to see the most pressing challenges and begin to identify general insights to move research forward effectively. Accordingly, this review contributes to the literature through drawing meaningful connections regarding MTM between disciplines and providing nascent opportunities for future research. The final review includes 44 articles that directly examine MTM. These articles are supplemented by the project and management literatures to elaborate upon the theoretical bases and findings of these articles.

Jaclyn Margolis

Multiple Team Membership: An Integrative Review

This study uses a social construction perspective to examine how group affective tone develops. Longitudinal data were collected over 18 weeks from the weekly diaries of four teams with 24 university students. Narrative analysis revealed experiences of collectively shared patterns of affective states and the interaction contexts (i.e., affective events) that influenced group affective tone convergence. Emergent themes included topic selection, social support, and how effective team norms help members share positive emotions and moods. Social learning, positive emotional sharing, affective events, and behavioral regularities drive the narratives, leading to the emergence of a positive team affective tone.

Bella Ya-Hui Lien

Yen-Chen Hsu

Yung-huei Chen

Li-Wei Chen

The Formation of Positive Group Affective Tone: A Narrative Practice

In this study, we distinguished between quantity and quality aspects of team reflection and examine how they relate to team performance improvement. We hypothesized that teams that reflect little but deeply and thoroughly show greater performance improvements than teams that reflect a great deal but on a superficial level. In addition, we examined the extent to which team performance will improve if teams engage in both quality and quantity in reflection in different extents, and whether implementation explained additional variance in team performance. We examined these issues in a sample of 46 three-person teams in a lab-based hidden profile setting, using a repeated measure design. The results from Bayesian structural equation modeling confirmed our hypotheses. In addition, polynomial regression revealed that performance improved most when teams focused exclusively on the quality of team reflection and weakest when teams tried to engage in quality and quantity of reflection in the same extent.

Kai-Philip Otte

Udo Konradt

Martina Oldeweme

Effective Team Reflection: The Role of Quality and Quantity

The purpose of this article is to describe a series of techniques for teaching students about groups. Vygotsky’s social constructivism is used as a theoretical framework to understand the ways that students acquire knowledge about groups. After a brief discussion of this framework, we turn to a discussion of five specific pedagogical techniques for teaching small group and teamwork principles. These techniques include (a) carefully assigning group membership, (b) using a grading structure that incorporates individual, group, and peer evaluation assessment, (c) testing students individually and in groups, (d) asking students to write two papers that require an analysis and synthesis of both readings and observations, and (e) requiring a comprehensive service learning project from students that requires their collaboration for successful completion. The last portion of the article describes the challenges of using each of these techniques and the typical results of their application.

Lisa M. Schreiber

Brielle Elise Valle

Social Constructivist Teaching Strategies in the Small Group Classroom

Faultlines have the potential to significantly disrupt team performance due to the creation of intergroup bias. In geographically dispersed teams, given the combination of dispersed locations and other diversity characteristics, faultlines are potentially a major issue that needs to be more fully understood. This study examines the impact of faultlines on geographically dispersed teams and how problems caused by faultlines can be resolved. An experimental study of 40, four-person student teams finds that perceived faultlines heighten conflict and impair decision process quality. The findings also suggest that self-disclosure via weblogs and task elaboration can repair damage caused by faultlines. However, self-disclosure does not have a direct effect on reducing faultlines; the relationship is moderated by social attraction. That is, as team members disclose personal information to out-group members and out-group members are attracted to such disclosure, perceived faultlines are diminished. This study also finds that even in teams with strong perceived faultlines, team members are still able to exchange and integrate perspectives if they have a better understanding of their out-group members via self-disclosure. The negative consequence of faultlines therefore is eased when task elaboration occurs during task execution. Implications of these coping mechanisms for teams with faultlines in organizations are discussed.

Yi-Te Chiu

D. Sandy Staples

Reducing Faultlines in Geographically Dispersed Teams

Previous research indicates group members have a highly variable pattern of internal and external attributions for their performance. The authors propose that part of this variability may be explained by group members making their attributions from the perspective of both the actor and the observer. Following a pooled-performance task, group members reported inflated internal and external attributions for factors responsible for their performance as compared with attributions individuals made for their own performance. Similarly, group members reported an inflated internal and external attribution pattern of factors responsible for a similar group's performance compared to attributions individuals made for the performance of a similar other. The results demonstrate that unique processes occur in the attributions of group members compared to the attributions of individuals for their performance.

Dana M. Wallace

Verlin B. Hinsz

Group Members as Actors and Observers in Attributions of Responsibility for Group Performance

The performance of 19 BBC-TVproduction teams was examined over an 18-month period, using audience appreciation ratings and managers' assessments of performance. Alternative models were tested to account for variations in team effectiveness and team member mental health. Reflexivity-the extent to which the team reflects on and modifies itsfunctioning-bestpredicted team effectiveness, whereas climatefor innovation predicted team member mental health. Larger teams (over 10 members) tended to have poorer climatesfor innovation and poorer team member mental health.

Susan M. Carter

Michael A. West

Reflexivity, Effectiveness, and Mental Health in BBC-TV Production Teams

Cohesion has historically been considered one of the most important variables in the study of small group dynamics and has historically been one of the most frequently studied of group-level constructs. In this commentary we consider why and how group cohesion influences behavior in sports teams and why and how it operates differently in different types of teams. Specifically, we note that sports teams operate in extremely well-defined contexts, with much greater clarity in terms of goals, member roles, working procedures, available resources, and so forth, than most other types of teams. Consequently we suggest that while cohesion may be a valid construct for studying and analyzing sports teams, the relative lack of clear unambiguous context for most other types of teams reduces the explanatory power of cohesion for teams in other contexts.

Anthony T. Pescosolido

Richard Saavedra

Cohesion and Sports Teams

In this longitudinal study, the authors examine the relationships between task, relationship, and process conflict over time. They also look at the role of conflict resolution in determining whether certain forms of intragroup conflict are related to the appearance of other forms of conflict over time. Their findings indicate a negative and long-lasting impact of process conflict occurring early in the team's interaction. Specifically, they find that process conflict, but not task or relationship conflict, occurring early in a team's interaction leads to higher levels of all other conflict types for the remaining interactions of the team. In addition, the authors find that the effect of process conflict on the other types of conflict over time may be limited when members are able to resolve their process conflicts at the start of their time together.

Lindred L. Greer

Karen A. Jehn

Elizabeth A. Mannix

Conflict Transformation

Moreland eloquently argues for excluding dyads from group process research and theory. Although dyads can have properties that do not lend themselves to certain group process research (e.g., coalition formation) and have properties that can go beyond typical group processes (e.g., intimate relations and love), in most instances dyads are groups of two and operate under the same principles and theories that explain group processes for groups of three and larger. In this article, the author presents research and theory that support the inclusion of dyads as groups.

Kipling D. Williams

Dyads Can Be Groups (and Often Are)

Small group researchers are increasingly called to engage the computational sciences. One challenge in answering this call is the lack of information concerning what the study of small groups looks like in these domains. This paper addresses this challenge through a prospecting review of research that computationally models or trains computers to learn small group and team behavior and is published in computing disciplines from 2016 to 2023. This review investigated how groups were modeled, for what purpose, what group elements were modeled, and whether social science informed the model design. Qualitative methods were used to analyze 119 published articles. Suggestions are presented for increasing the influence of small group research on the computational modeling of groups and teams, particularly for researchers with limited access to large research teams or resources. This review helps bridge the gap between small group research and computational sciences to advance the understanding of small groups and teams.

Michele H. Jackson

Modeling of Small Groups in Computational Sciences: A Prospecting Review

Despite the importance of adaptability for new product development team performance, empirical research that explores the factors promoting their adaptive capacity is limited. This study draws from psychological resource theories to examine how and under which conditions team psychological capital enhances the adaptivity of new product development teams. Data were collected from 198 student teams who took part in a project management simulation. Results showed that the positive relationship between team PsyCap and team adaptivity travels through team creativity and that the level of outcome focus moderates the first stage of this relationship.

Dominic L. Marques

Caroline Aubé

Vincent Rousseau

Eric Brunelle

Psychological Resources and New Product Development Team Adaptability: A Moderated Mediation Model

Dennis Kivlighan

Lyn M. van Swol

Bertolt Meyer

Josette Gevers

Jonathan Kush

CALL FOR PROPOSALS <i>Small Group Research</i> 2027 REVIEW ISSUE

Shared forms of leadership have become increasingly important for organizational success. While research has emphasized that a single leader’s engagement in specific leadership behaviors (vertical leadership) can foster team members’ engagement in shared leadership behaviors, knowledge on the mediating processes is limited. Drawing on social identity theory, we argue that a single leader’s engagement in transformational leadership fosters team members’ identification with their team, which leads to team members’ engagement in shared transformational leadership and shared contingent reward. To test this, we collected data from 698 team members in 92 teams in a German financial services company. Team identification was found to be positively related to shared transformational leadership and shared contingent reward, and mediated the relationships between vertical transformational leadership and shared transformational leadership and shared contingent reward. Our findings underline the importance of team members’ identification processes for the interrelations of vertical and shared leadership.

Steffen Erik Schummer

Jona Woelk

Lisa Trupp

Kathleen Otto

How Vertical Leadership Affects Shared Leadership Through Team Identification

This article presents the findings of a scoping review looking at conceptualizations of team equity in academic literature between 2017 and 2021. A search and filter process produced a set of 42 publications containing discussion of equity or equality at the team level. A qualitative thematic analysis was carried out on the data resulting in a set of seven themes characterized as facets of team equity: alignment, dialogism, heterophily, participation, power, ownership, and risk. Each facet is presented and illustrated with excerpts from the scoping review data followed by implications for the operationalization of equity at the team level. This analysis sheds light on the multi-dimensionality of equity in a team space, providing context for discussions about the difficulty of using simple quantitative measures for such a complex phenomenon. We hope the facets help researchers and practitioners use and operationalize the concept in ongoing efforts to combat historically-grounded injustices.

Andrew D. Moffat

Rebecca L. Matz

Robin Revette Fowler

Madison Jeffrey

Facets of Team Equity: A Scoping Review

The metaverse offers new technological possibilities for conducting 3D immersive meetings with head-mounted displays that can enrich virtual teamwork. To conceptualize this new interaction space, we synthesize interdisciplinary findings from human-computer interaction literature, group research, and meeting science. We develop a conceptual framework of 3D immersive group meetings that integrates technological design characteristics, subjective attendee experiences, mediating mechanisms, and meeting outcomes. As a first empirical glimpse into this framework, we include a pilot study of group member’s self-reported experiences and observed group dynamics in the metaverse. Building on our framework and first empirical insights, we discuss implications for future investigations of group dynamics in the metaverse.

Marvin Grabowski

Nale Lehmann-Willenbrock

Sebastian Rings

Anita Blanchard

Frank Steinicke

Group Dynamics in the Metaverse: A Conceptual Framework and First Empirical Insights

Forty years ago, Dyer summarized team science research, finding that in many areas, we lacked theoretical backing and empirical evidence—sometimes to the point of meagerness. This commentary summarizes the last four decades of team research with Dyer’s seven leading questions—finding our progress far from scant. We have uncovered groundbreaking theories, moved past understanding teamwork as only the task, researched hundreds of team emergent states, and conducted vast meta-analytic research while continuing to uncover how to make teamwork more effective and what conditions foster greatness. We also find we continue to require work in other areas, from developing better methodological practices to considering teamwork’s dynamic nature. This commentary seeks to revisit team science’s most significant breakthroughs, such as the vast improvement of team training research, and weak spots, such as our continued lack of longitudinal research. By doing so, we highlight how much progress we can make together.

Eduardo Salas

Rylee Linhardt

Gabriela Fernández Castillo

The Science (and Practice) of Teamwork: A Commentary on Forty Years of Progress…

Hybrid teamwork, which describes any combination of one’s work time spent across organizational and other (typically domestic) work settings, has become a critical aspect of modern work environments. However, despite the rising prevalence and technological support for hybrid teamwork, there is limited understanding of its impact at the team level. Although we still lack research that addresses the dynamic geographic configurations inherent to hybrid teamwork, we believe that much of the extant literature on virtual teamwork can inform our understanding and guide future research. Accordingly, this paper aims to advance knowledge on hybrid teamwork by defining its unique characteristics and critically reviewing three broad classes of theory from the virtual teams literature and their implications for understanding hybrid teamwork. Based on both contributions and limitations of these three theory classes, we conclude this paper by mapping out pressing questions to guide future research.

Lisa Handke

Aliza Aldana

Patrícia L. Costa

Thomas A. O’Neill

Hybrid Teamwork: What We Know and Where We Can Go From Here

This conceptualization describes how positive and negative mood states, information processing, cognitive processing strategies, and group interaction combine to influence group judgment and decision making. The crux of the conceptualization is a dominant cognitive processing strategy. Positive moods inform group members that the situation is benign and reinforce dominant cognitive processing strategies. Negative moods provide feedback that the situation is problematic, leading to inhibition or revision of dominant cognitive processing strategies. Moods achieve these impacts through their influences on the cognitive processes of attention, processing objectives, and cognitive representations. Group interaction also accentuates these cognitive processes and related strategies. This conceptualization is applied to understand mood influences on jury decision making, group social dilemmas, hidden profile tasks, group judgments of opinions, judgments with cognitive biases, and quantitative judgments. The discussion considers mood influences in other group judgment and decision making related phenomena of group brainstorming, intergroup negotiation, stress, and groupthink.

短名	Small Group Res.
Journal Impact	3.19
国际分区	PSYCHOLOGY, SOCIAL(Q2)
期刊索引	SCI Q2中科院 3 区

ISSN	1046-4964, 1552-8278
h-index	84
国内分区	心理学(3区)心理学心理学应用(3区)心理学管理学(4区)心理学心理学社会(4区)

涉及主题	心理学社会心理学政治学法学物理计算机科学经济量子力学社会学哲学化学管理有机化学数学工程类生物群（周期表）医学认识论社会科学知识管理统计
出版信息	出版商: SAGE Publications Inc.，出版周期: ，期刊类型: journal，开源期刊: 非开源
基本数据	创刊年份: 1970，原创研究文献占比: 89.66%，自引率:16.70%， Gold OA占比: 25.58%

Small Group Research

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