A meta-analysis of team reflexivity: Antecedents, outcomes, and boundary conditions

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2024-08-18 DOI:10.1016/j.hrmr.2024.101042

Pierre-Marc Leblanc , Jean-François Harvey , Vincent Rousseau

{"title":"A meta-analysis of team reflexivity: Antecedents, outcomes, and boundary conditions","authors":"Pierre-Marc Leblanc , Jean-François Harvey , Vincent Rousseau","doi":"10.1016/j.hrmr.2024.101042","DOIUrl":null,"url":null,"abstract":"<div><p>In this meta-analysis, we assess the performance benefits of team reflexivity. Drawing on the teams-as-information-processors perspective, we provide evidence that team reflexivity facilitates team performance, yet we also find that these benefits depend on key team design contingencies, namely team size and team tenure. In addition, we examine how team leaders can make their team more reflexive. Our study shows that leaders who support team members' active participation in group discussion and decision-making set the stage for greater reflexivity and then greater performance by fostering the emergence of team psychological safety. We also provide a comprehensive review of the research on team reflexivity by examining the strength of relationships in its nomological network. Overall, this meta-analysis challenges certain assumptions about reflexivity and opens new avenues for research to further understand its role in the effectiveness of teams.</p></div>","PeriodicalId":48145,"journal":{"name":"Human Resource Management Review","volume":"34 4","pages":"Article 101042"},"PeriodicalIF":8.2000,"publicationDate":"2024-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1053482224000329/pdfft?md5=79d043ad5f20e04e17b56ae3b0d53d42&pid=1-s2.0-S1053482224000329-main.pdf","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Resource Management Review","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S1053482224000329","RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}

引用次数: 0

Abstract

In this meta-analysis, we assess the performance benefits of team reflexivity. Drawing on the teams-as-information-processors perspective, we provide evidence that team reflexivity facilitates team performance, yet we also find that these benefits depend on key team design contingencies, namely team size and team tenure. In addition, we examine how team leaders can make their team more reflexive. Our study shows that leaders who support team members' active participation in group discussion and decision-making set the stage for greater reflexivity and then greater performance by fostering the emergence of team psychological safety. We also provide a comprehensive review of the research on team reflexivity by examining the strength of relationships in its nomological network. Overall, this meta-analysis challenges certain assumptions about reflexivity and opens new avenues for research to further understand its role in the effectiveness of teams.

查看原文本刊更多论文

团队反身性的元分析：前因、结果和边界条件

在这项荟萃分析中，我们评估了团队自反性对绩效的益处。从团队即信息处理器的角度出发，我们提供了团队反思性有助于提高团队绩效的证据，但我们也发现，这些益处取决于团队设计的关键因素，即团队规模和团队任期。此外，我们还研究了团队领导者如何提高团队的反思能力。我们的研究表明，那些支持团队成员积极参与小组讨论和决策的领导者，通过促进团队心理安全的形成，为提高团队的反思能力，进而提高团队绩效创造了条件。我们还通过研究名义网络中的关系强度，对团队反思性研究进行了全面回顾。总之，这项荟萃分析挑战了关于反射性的某些假设，为进一步了解反射性在团队效率中的作用开辟了新的研究途径。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.