Abstract

A growing number of studies have investigated the role of team reflexivity, that is the extent to which teams reflect upon and adapt their functioning. However, in spite the relevance of the concept, previous research revealed surprisingly heterogenous findings regarding the relationship between team reflexivity and outcomes. The main goals of this work were therefore to theoretically and empirically identify causes for this unclarity and develop alternative conceptualisations. As a first step, team reflexivity was conceptualized in the form of a framework that integrates four interacting but distinct reflexive processes. Focusing on the team reflection process, an extended multidimensional reflection measure REMINT (Reflection Measure for Individuals and Teams) was developed and validated. The measure allows to capture the relevant dimensions of quality and quantity of reflection and the underlying processes of information seeking and information evaluation, and offers a precise and at the same time economical examination of the team reflection process. Based on this differentiation, the results of two extensive consecutive studies revealed that is necessary to distinguish between the different forms of team reflection in order to understand the effects of team reflection on outcomes. Furthermore, results showed that this relationship is also depended on various contextual variables, such as previous team performance (feedback), time, or environmental conditions. Theoretical and practical implications are discussed.