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Journal Article 1: Keyton, J., & Beck, S. J. (2008). Team attributes, processes, and values: A pedagogical framework. Business and Professional Communication Quarterly, 71, 488-504.

Abstract: This article proposes a pedagogical framework to help students analyze their group and team interactions. 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 conflict management) 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. Pedagogical considerations are also discussed.

Journal Article 2: Douglas, C., Martin, J. S., & Krapels, R. H. (2006). Communication in the transition to self-directed work teams. International Journal of Business Communication, 43, 295-321.

Abstract: 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. Using data collected over 18 months, this study examined employees’ perceptions of managerial communication used prior to and during the implementation of SDWTs at a manufacturing firm as well as the effect of team and organizational communication on team members’ participation. 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. Thus, the findings provide strong support for use of soft influence tactics in managerial communications when implementing SDWTs.

Journal Article 3: Berry, G. R. (2011). Enhancing effectiveness on virtual teams: Understanding why traditional team skills are insufficient. International Journal of Business Communication, 48, 186-206.

Abstract: Virtual team interactions are almost always assisted by some form of computer-mediated communication technology. Computer-mediated communication is different in many ways from traditional face-to-face communication, perhaps most significantly because the communication is usually asynchronous instead of synchronous. Temporal independence of communication changes the patterns of work, decision making, and understandings about the work and the relationships between the individuals involved in the work. As a consequence, managing virtual teams is different and more complex than managing face-to-face teams, yet virtual teams are still groups of individuals that share most of the characteristics and dynamics found on traditional teams. The effective management of virtual teams requires knowledge and understanding of the fundamental principles of team dynamics regardless of the time, space, and communication differences between virtual and face-to-face work environments.