"Periods of time when teams focus primarily on evaluation and/or planning activities to guide their accomplishment of a team goal or objective." (Marks et al., 2001, p. 364)
Key References
Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26(3), 356-376.
LePine, J. A., Piccolo, R. F., Jackson, C. L., Mathieu, J. E., & Saul, J. R. (2008). A meta‐analysis of teamwork processes: tests of a multidimensional model and relationships with team effectiveness criteria. Personnel psychology, 61(2), 273-307.
Key Measurements
Team processes survey validated within Mathieu, Luciano, D’Innocenzo, Klock, & LePine (2020). The survey assesses transition, action, and interpersonal processes as argued for within Marks, Mathieu, & Zaccaro (2001). Three versions of the transition phase process subscale exist: long version (50-items), medium version (30-items), short version (10-items).
Recent Articles
Siddiquei, A. N., Fisher, C. D., & Hrivnak, G. A. (2022). Temporal leadership, team processes, and Project Team Task Performance. International Journal of Project Management, 40(7), 715–724. https://doi.org/10.1016/j.ijproman.2022.08.005
Suggested that leader temporal planning facilitates team transition processes early in a project. Found that team transition processes mediate the relationship of leader temporal planning at project initiation and final task performance.
Lei, Z., Waller, M. J., Hagen, J., & Kaplan, S. (2015). Team adaptiveness in Dynamic Contexts. Group & Organization Management, 41(4), 491–525. https://doi.org/10.1177/1059601115615246
Integrated temporal nature and interaction patterns of team performance to more fully understand transition phase processes. Using behavioral flight simulator data, found that teams enagage in more contingency in process planning behavior during routine situations versus nonroutine.
Kennedy, D. M., & McComb, S. A. (2014). When teams shift among processes: Insights from simulation and optimization. Journal of Applied Psychology, 99(5), 784–815. https://doi.org/10.1037/a0037339
Proposed the use of process shifts as a way to explore the timing of teams shifting from transition to action processes. Identified the interventions with greatest potential to affect performance in the shifting of team processes.