Table 4 Characteristics of studies within adaptability and team orientation

Business

Bakker et al. (2008) [67]

Examine how job characteristics and burnout (exhaustion and cynicism) contribute to explaining variance in objective team performance

176 Employees

Work conditions influence performance particularly through the attitudinal component of burnout

Bunderson and Sutcliffe (2002) [83]

Examined the process and performance effects of dominant function diversity and intrapersonal functional diversity

438 Individuals

Different forms of functional diversity can have very different implications for team process and performance; intrapersonal functional diversity matters for team effectiveness

Kong et al. (2015) [73]

Examine the view of team agreeableness as a moderator for the relationship between team member satisfaction and team performance

230 Senior-level professionals

When team agreeableness was low, team member satisfaction was positively related to team performance; no significance was found when team agreeableness was high

Kurtulus (2011) [74]

Explore the consequences of grouping workers into diverse divisions on the performance of employees

9248 Workers

Relationships between performance and the various measures of dissimilarity vary by occupational area and division size

Lewis (2004) [76]

How transactive memory systems emerge and develop to affect the performance of knowledge-worker teams

64 Consulting teams (n = 261)

Transactive memory systems were positively related to team viability and team performance, suggesting that developing a transactive memory system is critical to the effectiveness of knowledge-worker teams

Engineering

Hirst et al. (2018) [72]

Examine domain-specific evidence that when individual self-efficacy is high, team climate has diminishing performance and creative benefits

317 Engineers

Team level and individual-level influences that by themselves are positive antecedents of performance and creativity in combination yield diminishing return

Health and social care

Marques-Quinteiro et al. (2020) [82]

Team adaptability and cohesion affects absenteeism from work for firefighters

27 Firefighter teams

Absenteeism was less related to team cohesion when compared to workload

Sport

Arnold et al. (2016) [65]

Examine if the frequency, intensity, and duration of the organisational stressors that sport performers encounter vary as a function of performance level

1277 Sport performers

Significant differences were found between males and females, between team and individual-based performers, and between performers competing at different levels

Buran et al. (2019) [69]

Establish if consistent concepts exist among sports medicine professionals working within elite cricket when developing a multidisciplinary performance team

6 Sports medicine professionals

Communication is key to members collaborative work within a multidisciplinary team, along with innovation and strong structural, philosophical, strategical and governance policies to enhance team performance

Carmichael and Thomas (2000) [70]

To estimate a production function for English Premiership football

20 Teams in premiership football

Player skills of accurate and effective shooting and passing, together with good defensive skills have a positive effect on team outcomes

Leo et al. (2013) [75]

Define different profiles of cohesion and perceived efficacy in soccer players and measure their differences in performance

235 Soccer players in the U18 + 

Soccer players with higher cohesion and collective efficacy levels belonged to teams that completed the season at the top-level classification

Sánchez et al. (2007) [78]

Assess empirically the relative importance of the key factors determining a basketball team performance

18 Teams over 34 league days (2 seasons)

There is a substantial difference between the impact of each play characteristic on a team’s winning probability and that probability varies as the quality/ quantity of the input’s changes, albeit not proportionally

Military

Aaberg et al. (2009) [64]

Investigate utilisation of a human performance model to explore and analyse a training organisation

Military organisation

The systemic and systematic practices of the human performance model are applicable to military organisations

Arthur Jr et al. (2012) [66]

Develop an effective method to identify team-based tasks and jobs and how they relate to team performance

140 F-16 Pilots

Teams that accurately perceived the level of interdependency performed better

Wright and Kaber (2005) [81]

Investigate effects of automation as applied to different stages of information processing on team performance in complex decision-making tasks

40 Teams

An increase in automation of information analysis resulted in higher team coordination ratings

Multiple sectors

Brodbeck and Greitemeyer (2000) [68]

To compare individual training conditions with mixed group and individual training conditions on subsequent nominal and collective group performance

132 Students

Collective group performance improves as a function of group experience; nominal group performance improves as a function of improved individual resources for performing the task individually

Butchibabu et al. (2016) [63]

Evaluate the frequency and methods of communications used as a function of task structure

13 Teams

Teams in which members proactively communicated information about their next goal to teammates exhibited improved team performance

Firth et al. (2015) [71]

Study the effects of frame-of-reference training on multiteam system coordination and performance

249 Multiteam systems

Frame-of-reference training had a positive effect on team performance

Song (2008) [79]

To assess the impacts of knowledge creation process on organisational performance improvement

481 From Korean organisations

Knowledge creation practices could account for 40% of organisational performance

Sousa Pinto and Lourenço (2014) [80]

Analyse the relationship between the internal functioning of teams and their team task performance, as well as the moderating role of task interdependence in that relationship

72 Work teams (408 members)

The dimensions of the internal functioning of work teams are positively related to team performance

Mell et al. (2014) [77]

Compare teams in which metaknowledge is concentrated within one central member with teams in which metaknowledge is distributed evenly among the members

122 Individuals

Transactive memory systems allow teams to capitalise on the diversity of the knowledge held by their members by supporting coordination and integration of knowledge