Learning through time: the role of team reflexivity and virtuality in decision-making teams

Pedro Marques-Quinteiro*, Sjir Uitdewilligen, Patricia Costa, Ana Margarida Passos

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

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Abstract

Purpose This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams. Design/methodology/approach Study 1 regarded 210 individuals (N = 44 teams) executing five decision-making tasks. Study 2 regarded 60 individuals (N = 20 teams) executing four decision-making tasks. Study 1 was longitudinal, with no experimental manipulation. Study 2 had an experimental longitudinal design comprising two between-team manipulations: medium of communication and team reflexivity; the outcome was team performance improvement. Findings Study 1's results show that team reflexivity positively moderates the effect of virtuality on team performance improvement over time. Study 2's results shows that a reflexivity manipulation benefits face-to-face teams more so than virtual teams, probably because team reflexivity is more effective when media richness is high. Originality/value The implications of reflexivity's lack of effect in low virtuality (Study 1) and high virtuality (Study 2) teams are discussed. This study contributes to the team learning and virtual teams' literatures by expanding current knowledge on how team reflexivity can facilitate team learning under face-to-face versus virtual communication conditions.

Original languageEnglish
Pages (from-to)69-82
Number of pages14
JournalLearning Organization
Volume29
Issue number1
Early online date17 Aug 2021
DOIs
Publication statusPublished - 11 Jan 2022

Keywords

  • Team reflexivity
  • Decision making teams
  • Team learning curves
  • Team virtuality
  • GUIDED REFLEXIVITY
  • INFORMATION
  • PERFORMANCE
  • MODELS
  • IMPROVEMENT
  • BEHAVIORS
  • FEEDBACK

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