Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Group & Organization Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Rentsch, J. R.
Right arrow Articles by Duffy, L. T.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

What You Know is What You Get from Experience

Team Experience Related to Teamwork Schemas

Joan R. Rentsch

Wright State University

Tonia S. Heffner

Wright State University

Lorraine T. Duffy

Air Force Human Resources Laboratory, Wright-Patterson Air Force Base

Team members with different levels of experience may understand the process of teamwork very differently and if these differences were identified, team training, team management, and team performance may be enhanced. In the present study, representations of teamwork knowledge as a function of team experience were investigated. Teamwork knowledge structures, or teamwork schemas, were assessed using multidimensional scaling and "freehand" concept maps. Consistent with contemporary expert-novice literature, the results revealed that higher experience team members conceptualized teamwork more concisely and in more abstract terms than did lower experience team members. In addition, results from the two methodologies converged to a greater degree for higher experience individuals than for lower experience individuals suggesting that higher experience individuals can express consistently what they understand about teamwork. The results suggested that team training should be designed based on trainees' prior team experiences and teamwork knowledge. Team managers might also keep in mind potential team members' experience levels when making team assignments.

Group & Organization Management, Vol. 19, No. 4, 450-474 (1994)
DOI: 10.1177/1059601194194004
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Small Group ResearchHome page
K. A. Smith-Jentsch, J. A. Cannon-Bowers, S. I. Tannenbaum, and E. Salas
Guided Team Self-Correction: Impacts on Team Mental Models, Processes, and Effectiveness
Small Group Research, June 1, 2008; 39(3): 303 - 327.
[Abstract] [PDF]

Home page
 Small Group ResearchHome page
V. Rousseau, C. Aube, and A. Savoie
Teamwork Behaviors: A Review and an Integration of Frameworks
Small Group Research, October 1, 2006; 37(5): 540 - 570.
[Abstract] [PDF]

Home page
 Journal of Business CommunicationHome page
S. J. Coopman
Democracy, Performance, and Outcomes in Interdisciplinary Health Care Teams
Journal of Business Communication, July 1, 2001; 38(3): 261 - 284.
[Abstract] [PDF]

Home page
 Journal of Management EducationHome page
D. R. Bacon, K. A. Stewart, and W. S. Silver
Lessons from the Best and Worst Student Team Experiences: How a Teacher can make the Difference
Journal of Management Education, October 1, 1999; 23(5): 467 - 488.
[Abstract] [PDF]