Therefore, the committee believes the evidence on teams in other contexts can be translated and applied to improve the effectiveness of science teams and larger groups. For example, in corporations, top management teams and project teams are often composed of members from diverse corporate functions, and these teams seek to deeply integrate their diverse expertise in order to achieve business goals. These teams share many of the seven features that can create challenges for team science introduced in Chapter 1. As noted in Chapter 1, this evidence base consists primarily of studies focusing on teams in contexts outside of science, such as the military, business, and health care. More than half a century of research on team effectiveness ( Kozlowski and Ilgen, 2006) provides a foundation for identifying team process factors that contribute to team effectiveness, as well as actions and interventions that can be used to shape the quality of those processes. In a science team or larger group, the outcomes include new research findings or methods and may also include translational applications of the research. This capacity to achieve goals and objectives leads to improved outcomes for the team members (e.g., team member satisfaction and willingness to remain together) as well as outcomes produced or influenced by the team. Team effectiveness, also referred to as team performance, is a team's capacity to achieve its goals and objectives. Based on its review of the literature (e.g., Marks, Mathieu, and Zaccaro, 2001 Kozlowski and Ilgen, 2006 Salas, Goodwin, and Burke, 2009), the committee defines team effectiveness as follows: This chapter summarizes the research literature on team effectiveness, highlighting findings on the key features that create challenges for team science outlined in Chapter 1.
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