| With the surge of work being performed by teams, it is important to understand what antecedent and behavioral factors are critical for effective team outcomes. There were three goals of this study. The objectives were to examine the relationship between team behaviors and performance outcomes, investigate changes in behaviors and outcomes over time, and evaluate whether team collective orientation had a relationship with team behaviors and outcomes. Pilot Study One recorded six volunteers in three-member groups playing chess against a computer, three consecutive times. Subject matter experts analyzed the recordings to determine the salient and frequent team behaviors that emerged from those in teams' literature (i.e., Salas, Rosen, Burke, & Goodwin, 2009). In Pilot Study Two, a behavioral rating form was developed to measure the effectiveness of team behaviors, and interrater reliability was achieved. In the main study, 90 undergraduates were video recorded in three-member teams performing the task in the same manner as Pilot Study One. Prior to the first task and at the conclusion of the experiment, team members individually completed the Collective Orientation Scale (COS; Driskell, Salas, & Hughes; 2010). For two points in time, an aggregated score was computed to represent team collective orientation.;The present research examined all phases of the Input---Process---Output model of teamwork in a laboratory with an uncontaminated criterion and reliable measurement, which included critical input variables often missing in previous studies. This was the first study to measure collective orientation at two points in time, as well as the first instance of using the COS in an experimental setting. Team behaviors were observed for their relationship with performance outcomes. Descriptive statistics, correlations, and repeated measures analyses using generalized estimating equations were examined.;Although no significant relationships between team behaviors and outcomes emerged, changes over time in one outcome as well as in team collective orientation were demonstrated. An interaction effect also emerged between collective orientation and time with one outcome measure. Discussion is offered with respect to differences between studies that found significance and the lack of significance found in this research. Suggestions for future research conclude this study. |
