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Department of Psychiatry Department of Psychiatry
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Interpersonal Phase Processes

Definition

"Processes that govern interpersonal activities, rather than the emergent states that often emanate from such experiences." (Marks et al., 2001, p. 368)

(*occurs throughout both transition and action phases)

Key References

  • Maruping, L. M., & Agarwal, R. (2004). Managing team interpersonal processes through technology: A task-technology fit perspective. Journal of Applied Psychology, 89(6), 975–990. https://doi.org/10.1037/0021-9010.89.6.975
    • Proposed a theoretical model of how information & communication technology use and functionality may influence the relationship between virtual team interpersonal processes and team outcomes, not experimental.

Recent Articles

  • Fisher, D. M. (2014). Distinguishing between taskwork and teamwork planning in teams: Relations with coordination and interpersonal processes. Journal of Applied Psychology, 99(3), 423–436. https://doi.org/10.1037/a0034625
    • Examined the relationship between team planning and interpersonal processes. Found that the relationship between taskwork and teamwork is independent of the subsequent team processes.
  • Killumets, E., D’Innocenzo, L., Maynard, M. T., & Mathieu, J. E. (2015). A multilevel examination of the impact of Team Interpersonal Processes. Small Group Research, 46(2), 227–259. https://doi.org/10.1177/1046496415573631
    • Examined interpersonal processes as a factor in team members intentions to remain with their current organization and team-level, manager-rated effectiveness.
    • Found that interpersonal processes have a positive effect on effectiveness and quality team interpersonal processes had a significant positive impact on members' decision to remain with their current organization.
  • Müller, R., & Antoni, C. H. (2021). Effects of ICT shared mental models on team processes and outcomes. Small Group Research, 53(2), 307–335. https://doi.org/10.1177/1046496421997889
    • Evaluated the effect of information and communication shared mental models on team effectiveness indicators.
    • Found that manipulated information and communication technology shared mental models significantly influenced team performance, coordination effectiveness, and affective team commitment.