La importància dels equips de treball en les organitzacionsmodels d'efectivitat grupal

Références bibliographiques

• Alcover, C. M. (2003). Equipos de trabajo y dinámicas grupales en contextos organizacionales. En F. Gil i C. M. Alcover de la Hera (coords.): Introducción a la Psicología de las Organizaciones. Alianza Editorial.
• Alderfer, C. P. (1997). Groups and intergroups. En J. R. Hackman i J. L. Suttle (Eds.): Improving life at work (pp. 227-296). Santa Monica, CA: Goodyear.
• Argote, L. i McGrath, J. E. (1993). Group processes in organizations: Continuity and change. En C. L. Cooper i I. T. Robertson (Eds.): International Review of Industrial and Organizational Psychology (pp. 333-389). Chichester: John Wiley & Sons.
• Arrow, H.; McGrath, J. E. i Berdahl, J. L. (2000). Small Groups as Complex Systems. Formation, Coordination, Development, and Adaptation. Thousand Oaks, CA: Sage.
• Bell, B. S. i Kozlowski, S. W. J. (2010). Work teams. En J. M. Levine i M. A. Hogg (Eds.): Encyclopedia of group processes and intergroup relations [versió electrònica] (pp. 955-958). Thousand Oaks, CA: Sage.
• Boulding, K. E. (1956). General Systems Theory – The Skeleton of Science. Management Science, 2(3), 197-208.
• Brown, R. (1988). Group processes: Dynamics within and between groups. Cambridge, MA: Blackwell.
• Burke, C. S.; Stagl, K. G.; Klein, C.; Goodwin, G. F.; Salas, E. i Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A metaanalysis. The Leadership Quarterly, 17(3), 288-307.
• Cascio, W. (1995). Wither industrial and organizational psychology in changing world of work. American Psychologist, 50, 928-939.
• Chan, D. (1998). Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of Applied Psychology, 83(2), 234-246.
• Chen, G.; Kanfer, R.; DeShon, R. D.; Mathieu, J. E. i Kozlowski, S. W. J. (2009). The motivating potential of teams: Test and extension of Chen & Kanfer’s (2006) cross-level model of motivation in teams. Organizational Behavior and Human Decision Processes, 110, 45-55.
• Cherns, A. (1976). The Principles of Sociotechnical Design. Human Relations, 29(8), 783-792.
• Cohen, S. G. i Ledford, G. E., Jr. (1994). The effectiveness of self-managing teams: A quasi-experiment. Human Relations, 47, 13-43.
• Cohen, S. G. i Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23, 239-290.
• DeShon, R. P.; Kozlowski, S. W. J.; Schmidt, A. M.; Milner, K. R. i Wiechmann, D. (2004). A multiple-goal, multilevel model of feedback effects on the regulation of individual and team performance. The Journal of Applied Psychology, 89(6), 1035-1056.
• DeDrue, C. K. W. i Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88, 741-749.
• Dieterly, D. L. (1988). Team performance requirements. En S. Gael (Ed.): The Job Analysis Handbook for Business, Industry, and Government (pp. 267- 291). Chichester: John Wiley & Sons.
• Dixon, K. R. i Panteli, N. (2010). From virtual teams to virtuality in teams. Human Relations, 63, 1177-1197.
• Duarte, D. L. i Snyder, N. T. (2006). Mastering virtual teams. San Francisco: Jossey-Bass.
• Dunphy, D. i Bryant, B. (1996). Teams: Panaceas or prescriptions for improved performance. Human Relations, 49, 677-699.
• Earley, P. C. (1999). Playing follow the leader: Status-determining traits in relation to collective efficacy across cultures. Organizational Behavior and Human Decision Processes, 80, 192-212.
• Feltz, D. L. i Lirgg, C. D. (1998). Perceived team and player efficacy in hockey. Journal of Applied Psychology, 83, 557-564.
• Fleenor, J. W.; Fleenor, J. B. i Grossnickle, W. F. (1996). Interrater reliability and agreement of performance ratings: A methodological comparison. Journal of Business and Psychology, 10, 367-380.
• Gibson, C. B. i Cohen, S. G. (2003). The last word: Conclusions and implication. En C. B. Gibson i S. G. Cohen (Eds.): Virtual teams that work: Creating conditions for virtual team effectiveness (pp. 403-421). San Francisco, CA: Jossey-Bass.
• Gist, M. E.; Locke, E. A. i Taylor, S. M. (1987). Organizational behavior: group structure, process, and effectiveness. Journal of Management, 13(2), 237- 257.
• Gladstein, D. L. (1984). Groups in context: A model of task group effectiveness. Administrative Science Quarterly, 29, 499-517.
• Glazer, S.; Kozusznik, M. W. i Shargo, I. (2012). Global virtual teams: A cure for – or a cause of – stress. En P. L. Perrewé, J. R. B. Halbesleben i C. C. Rosen (Eds.): In The Role of the Economic Crisis on Occupational Stress and Well Being (pp. 213-266). Bingley, RU: Emerald Group Publishing Limited.
• Guzzo, R. A. (1996). Fundamental considerations about work groups. En M. A. West (Ed.): Handbook of Work Group Psychology (pp. 3-21). Chichester: John Wiley & Sons.
• Guzzo, R. A. i Dickson, M. W. (1996). Teams in organizations: Research on performance and effectiveness. Annual Review of Psychology, 47, 307-338.
• Guzzo, R. A i Salas, E. (1995). Team Effectiveness and Decision Making in Organizations (pp. 46-78). San Francisco: Jossey-Bass.
• Hackman, J. R. (1987). The design of work teams. En J. Lorsch (Ed.): Handbook of organizational behavior (pp. 315-342). Englewood Cliffs, NJ: PrenticeHall.
• Hackman, J. R. (1990). Groups that work (and those that don’t): Creating conditions for effective teamwork. San Francisco: Jossey-Bass.
• Hackman, J. R. (1992). Group influences on individuals in organizations. En M. D. Dunnette i L. M. Hough (Eds.): Handbook of industrial and organizational psychology (pp. 199-267). Palo Alto, CA: Consulting Psychologists Press.
• Hackman, J. R. i Morris, C. G. (1978). Group tasks, group interaction process, and group performance effectiveness: A review and proposed integration. En L. Berkowitz (Ed.): Advances in experimental social psychology (pp. 1-55). NYC: Academic Press.
• Hammer, M. i Champy, J. A. (1993).Reengineering the Corporation: A Manifesto for Business Revolution. Harper Business Books, Nova York, 1993.
• Hinds, P. J. i Kiesler, S. (2002). Distributed work. Cambridge, MA: MIT Press. Hogg, M. A. i Abrams, D. (1988). Social Identifications: A Social Psychology of
• Intergroup Relations and Group Processes. Londres: Routledge. Howard, A. (1995). The changing nature ofwork. San Francisco: Jossey-Bass. Huszczo, G. (1990). Training for team building. Training and Development, 44, 37-43.
• Ilgen, D. R. (1999). Teams embedded in organizations: Some implications. American Psychologist, 54, 129-139.
• Ilgen, D. R.; Hollenbeck, J. R.; Johnson, M. i Jundt, D. (2005). Teams in organizations: From I-P-O models to IMOI models. Annual Review of Psychology, 56, 517-544.
• Jain, A. K.; Thompson, J. M.; Chaudry, J.; McKenzie, S. i Schwartz, R. W. (2008). High-performance teams for current and future physician leaders: an introduction. Journal of Surgical Education, 65(2), 145-150.
• Jarvenpaa, S. L.; Knoll, K. i Leidner, D. E. (1998). Is anybody out there? Antecedents of trust in global virtual teams. Journal of Management Information Systems, 14(4), 29-64.
• Johnson, D. W. i Johnson, F. R. (1994). Joining together: Group theory and group skill. Boston: Allyn & Bacon.
• Jordan, M. H.; Field, H. S. i Armenakis, A. A. (2002). The relationship of group process variables and team performance: A team-level analysis in a field setting. Small Group Research, 33, 121-150.
• Katzenbach, J. R. i Smith, D. K. (1993). The wisdom of teams: Creating the high performance organization. Boston, MA: Harvard Business School Press.
• Kirkman, B. L.; Rosen, B.; Tesluk, P. E. i Gibson, C. B. (2004). The impact of team empowerment on virtual team performance: the moderating role of face-to-face interaction. Academy of Management Journal, 47(2), 175-192.
• Klein, K. J.; Conn, A. B. Smith, D. B. i Sorra, J. S. (2001). Is everyone in agreement? An exploration of within-group agreement in employee perceptions of the work environment. Journal of Applied Psychology, 86(1), 3-16.
• Kozlowski, S. W. J.; Gully, S. M.; Salas, E. i Cannon-Bowers, J. A. (1996). Team leadership and development: Theory, principles, and guidelines for training leaders and teams. En M. Beyerlein, D. Johnson i S. Beyerlein (Eds.): Advances in interdisciplinary studies of work teams: Team Leadership (pp. 251-289). Greenwich, CT: JAI Press.
• Kozlowski, S. W. J.; Gully, S. M.; Nason, E. R. i Smith, E. M. (1999). Developing adaptive teams: Atheory of compilation and performance across levels and time. En D. R. Ilgen i E. D. Pulakos (Eds.): The changing nature of work performance: Implications for staffing, personnel actions, and development (pp. 240-292). San Francisco: Jossey-Bass.
• Kozlowski, S. W. J. i Bell, B. S. (2003). Work groups and teams in organizations. En W. C. Borman, D. R. Ilgen i R. J. Klimoski (Eds.): Handbook of psychology: Industrial and organizational psychology (pp. 333-375). Londres: Wiley.
• Kozlowski, S. W. J. i Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7, 77-124.
• Kozlowski, S. W. J.; Gully, S. M.; Salas, E. i Cannon-Bowers, J. A. (1996). Team leadership and development: Theory, principles, and guidelines for training leaders and teams. En M. Beyerlein, D. Johnson i S. Beyerlein (Eds.): Advances in interdisciplinary studies of work teams: Team Leadership (pp. 251-289). Greenwich, CT: JAI Press.
• Kristof, A.; Brown, K.; Sims, H. i Smith, K. (1995). The Virtual Team: A Case Study and Inductive Model. En M. Beyerlein y D. Johnsons (Eds.): Advances in Interdisciplinary Studies of Work Teams: Knowledge Teams the Creative Edge. Greenwich: JAI Press.
• Lira, E. M.; Ripoll, P.; Peiró, J. M. i Zornoza, A. (2008). The role of information and communication technologies on the relationship between group effectiveness and group potency. A longitudinal study. Small Group Research, 39, 728-745
• Lira, E. M.; Ripoll, P.; Peiró, J. M. i Zornoza, A. (2013). The role of information and communication technologies (ICTs) in the relationship between group potency and group maintenance outcomes. A longitudinal study. Behaviour & Information Technology (BIT), 32, 147-155.
• Lawler, E. E. (1992). The ultimate advantage: Creating the high involvement organization. San Francisco: Jossey Bass.
• Lipnack, J. i Stamps, J. (2000). Virtual teams: people working across boundaries with technology. Nova York: John Wiley and Sons.
• Maznevski, M. L. i Chudoba, K. M. (2000). Bridging space over time: Global virtual-team dynamics and effectiveness. Organization Science, 11, 473-492.
• McGrath, J. E. (1964). Social psychology: A brief introduction. New York: Holt, Rinehart i Winston.
• McGrath, J. E. (1984). Groups, interaction and performance. Englewood Cliffs, NJ: Prentice Hall.
• McGrath, J. E.; Arrow, H i Berdahl, J. L. (2000). The study of groups: past, present, and future. Personality and Social Psychology Review, 4, 95-105.
• McGrath T. K.; Schmidtke, P. C.; Cowley, A. P.; Ponder A. L. i Wagner R. M. (2001). Simultaneous Photometry and Spectroscopy of the Supersoft X-Ray Source RX J0019.8+2156 (QR Andromedae). The Astronomical Journal, 122(3), 1578-1585.
• Marks, M. A.; Mathieu, J. E. i Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376.
• Mathieu J.; Maynard, M. T.; Rapp, T. i Gilson, L. (2008). Team Effectiveness 1997-2007: A review of Recent Advancements and a Glimpse into the Future. Journal of Management, 34(3), 410-476.
• Mohrman, S. A.; Cohen, S. G. i Mohrman, A. M. (1995). Designing team-based organizations: New forms for knowledge work. San Francisco: Jossey-Bass.
• Monzani, L.; Ripoll, P.; Peiró, J. M. i Van Dick, R. (2014). Loafing in the digital age: The role of computer mediated communication in the relation between perceived loafing and group affective outcomes. Computers in Human Behavior, 33, 279-285.
• Nieva, V. F.; Fleishman, E. E. i Reick, A. (1978). Team dimensions: their identity, their measurement, and their relationships (contract number DAH 19- 78-c-0001). Washington, DC: Advanced Research Resources Organization.
• Offermann, L. R. i Spiros, R. J. (2001). The science and practice of team development. Academy of Management Journal, 44, 376-392.
• Payne, R. i Cooper, C. L. (Eds.) (1981). Grupos de trabajo en organizaciones. Mèxic: Limusa, 1986.
• Rico, R.; Alcover de la Hera, C. M.; Tabernero, C. (2010). Efectividad de los Equipos de Trabajo, una Revisión de la Última Década de Investigación (1999-2009). Revista de Psicología del Trabajo y de las Organizaciones [en línia] 2010, 26. Disponible en:<http://www.redalyc.org/articulo.oa?id =231316501004> ISSN 1576-5962.
• Robbins, S. P. (1997). Fundamentos del Comportamiento Organizacional. Mèxic: Prentice-Hall.
• Rousseau, D. M. (1997). Organizational behaviour in the new organizational era. Annual Review of Psychology, 48, 515-546.
• Roethlisberger, F. J. i William J. Dickson. 1939. Management and the Worker. Cambridge, MA: Harvard University Press.
• Roethlisberger Salas, E.; Prince, C.; Bowers, C. A.; Stout, R.; Oser, R. L. i Cannon-Bowers, J. A. (1999). A methodology to enhance crew resource management training. Human Factors, 41, 161-172.
• Salas, E. Dickinson, T. L.; Converse, S.A. i Tannenbaum, S. I. (1992).Toward an understanding of team performance and training. En R.W. Swezey i E. Salas (Eds.): Teams: Their training and performance (pp. 3-29), Norwood, N. J: Ablex.
• Salas, E.; Stagl, K. C. i Burke, C. S. (2004). 25 years of team effectiveness in organizations: research themes and emerging needs. En C. L. Cooper i I. T. Robertson (Eds.): International Review of Industrial and Organizational Psychology (pp. 47-91). John Wiley & Sons, Chichester.
• Stott, K. i Walker, A. (1995). Teams, Teamwork, and Teambuilding. Singapore: Prentice Hall.
• Song, J. H. i Jin, S. M. (2009). Facilitators’ priority of competency and field practice: A case study of Korean workforce development. Workforce Education Forum, 34(2), 33-48.
• Sundstrom, E.; De Meuse, K. P. i Futrell, D. (1990). Work teams: Applications and effectiveness. American Psychologist, 45, 120-133.
• Sundstrom, E. (1999). Supporting Work Team Effectiveness: Best Management Practices for Fostering High Performance. San Francisco: Jossey-Bass Publishers.
• Tannenbaum, S. I.; Beard, R. L. i Salas, E. (1992). Team building and its influence on team effectiveness: An examination of conceptual and empirical developments. En K. Kelley (Ed.): Issues, Theory, and Research in Industrial and Organizational Psychology (pp. 117-153). North Holland: Elsevier Science.
• Unsworth, K. L. i West, M. A. (2000). Teams: the challenges of cooperative work. En N. Chmiel (Ed.): Introduction to Work Tand Organizational Psychology: A European Perspective (pp. 327-346). Blackwell, Oxford.
• Vallas, S. P. (2003). Why Teamwork Fails: Obstacles to Workplace Change in Four Manufacturing Plants. American Sociological Review, 68, 223-250.
• Wellins, R.; Byham, W. i Wilson, J. (1991). Empowered teams: Creating selfdirected work groups that improve quality, productivity and participation. San Francisco: Jossey-Bass.
• West, M. A. (2001). The human team: basic motivations and innovations. En N. Anderson, D. S. Ones, H. Sinangil i C. Viswesvaran (Eds.): Handbook of Industrial, Work and Organizational Psychology (pp. 270-88). Sage, Londres.
• West, M. A.; Borril, C. S. i Unsworth, K. L. (1998). Team effectiveness in organizations. En C. L. Cooper i I. T. Robertson (Eds.): International review of
• industrial and organizational psychology (pp. 1-48). Chichester, RU: John Wiley & Sons.
• Wright, B. M.; Barker, J. R.; Cordery, J. L. i Maue, B. E. (2003). The ideal participative state: A prelude to work group effectiveness. Journal of Business and Management, 9, 171-188.
• Zornoza, A. M.; Salanova, M. i Peiró, J. M. (1996). Trabajo en grupo. En J. M. Peiró i F. Prieto (Eds.): Tratado de Psicología del Trabajo. Vol. II: Aspectos psicosociales del trabajo (pp. 137-160). Madrid: Síntesis.