Short-term and long-term relationships between reflection and performance in teams: evidence from a four-wave longitudinal study
通过四波纵向研究97个团队，发现团队反思对绩效有短期正向影响，但反思轨迹随时间下降，绩效轨迹上升，且初始反思或绩效低的团队反思增长更快。
Previous theory and research suggest that team reflection is beneficial for team performance. We argue that results remain inconclusive because prior studies have not accounted for the dynamic nature of this relationship. This paper addresses this research gap by examining time-specific relationships among variables and the intra-team variability of changes across time. In a four-wave longitudinal field study with 97 teams (N = 453 team members) performing a business simulation task, short-term (i.e., autoregressive, cross-lagged effects) and long-term (i.e., latent trajectories) relationships between team reflection and performance were explored. We found evidence that reflection had negative autoregressive effects and that there were direct positive short-term relationships between reflection and performance. Reflection trajectories were seen to decline across time and performance trajectories to increase across time. In addition, teams with either low initial reflection or low initial performance showed higher increases in reflection across time, whilst higher increase in reflection was negatively related to change in performance. Findings are discussed with respect to how they extend the previous literature and what directions they suggest for future research.