Publisher's Synopsis
In previous years, different types of teamwork in and between organizations have attracted a lot of research, analyzing different team characteristics and context factors and their influence on team processes and various team outcomes. Specific team level concepts such as team goals, team mental models or team climate have been proposed, but only few empirical data on their impact on team processes and outcomes and their implications for team knowledge, innovation and performance management exist. Particularly little is known about whether these relationships hold for different types of teamwork, such as production, project, face-to-face and virtual teams, and how theory and management practice have to be adjusted respectively.
