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Article 1:
Keyton, J., & Beck, S.J. (2008). Team attributes, processes, and values: A pedagogical framework. Business Communication Quarterly, 71, 488-504.
Team Attributes, Process, and Values: a Pedagogical Framework
Summary: Intersecting five fundamental group attributes (group size, group goal, group member interdependence, group structure, and group identity) with three overarching group processes (leadership, decision making, and onflict man-agement) creates an analytical tool for the examination of team interaction. Furthermore, each group attribute/group process intersection encourages analytical questions targeting assumptions, values, and ethical positions embedded within the group. One advantage of this heuristic device is that it weds team member behaviors with the values members espouse and enact during team interactions.

Article 2: 
Douglas, C., Martin, J.S., Krapels, R. (2006). Communication in the transitions to self directed work teams. Journal of Business Communication, 43, 295-321.
Communication in the Transition to Self-Directed Work Team
Summary: Although adopting self-directed work teams (SDWTs) presents a challenge, this study shows that subordinates’ perceptions of managers’ influence strategies affect the success of change within organizations. First, the results indicated that managers who communicated persuasively using “soft” influence tactics in the team development process were perceived to be more effective. Second, team communication was found to have a significant positive effect on team members’ participation.

Article 3: 
McKinney, E.H., Barker, J.R.,  Davis, K.J., & Smith, D. (2005). How swift starting action teams get off the ground: What United Flight 232 and airline flight crews can tell us about team communication. Management Communication Quarterly, 19, 198-237.
How Swift Starting Action Teams Get off the Ground: What United Flight 232 and Airline Flight Crews Can Tell Us About Team Communication 
Summary: The authors of this article explain that swift starting action teams express values, use habituated communication interactions by signaling and reciprocating, expand these interactions during crisis, and are aware of their own responsibility in team communication. Further, they suggest that three characteristics make these teams unique: (a) They are composed of well-trained strangers from one organization-professionals with no prior knowledge of others on the team, (b) they perform immediately—performing as they warm up, and (c) they face high stakes from the beginning.

Article 4: 
Berry, G.R. (2011). Enhancing effectiveness on virtual teams: Understanding why traditional team skills are insufficient. Journal of Business Communication, 48, 188-206.
Enhancing Effectiveness on Virtual Teams: Understanding Why Traditional Team Skills Are Insufficient
Summary: Despite the differences in between virtual and traditional teams, the management of these teams requires the same knowledge about team dynamics. Additionally, successful management of virtual teams requires knowledge about the differences between face-to-face and virtual work environments.