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Team reflexivity in innovative projects
Author(s) -
Hoegl Martin,
Parboteeah K. Praveen
Publication year - 2006
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.2006.00420.x
Subject(s) - reflexivity , team effectiveness , context (archaeology) , team composition , knowledge management , psychological safety , team building , psychology , new product development , team management , product (mathematics) , team learning , empirical research , sociology , process management , business , pedagogy , engineering , computer science , engineering management , marketing , epistemology , teaching method , social science , cooperative learning , mathematics , biology , paleontology , geometry , philosophy , open learning
In this article, we provide a theoretical extension and empirical test of team reflexivity. Building on West's (1996) conceptual discussions of team reflexivity, we argue that in the context of teams with innovative projects (e.g. product development teams), team reflexivity will be positively related to team effectiveness and efficiency. Furthermore, we specify social skills and project management skills as important determinants of team reflexivity. Using data from 575 members, leaders, and team external managers referring to 145 software development teams, we find that team reflexivity is positively related to team effectiveness but not efficiency. Furthermore, both social skills and project management skills are positively related to team reflexivity. Theoretical and practical implications are discussed.