All Stories

  1. A Commentary on Bisbey et al. (2025): Oops, We Did It Again—Repeated Shortcomings in Team Dynamics and Emergence Research
  2. Does AI at Work Increase Stress? Text Mining Social Media About Human–AI Team Processes and AI Control
  3. Including Managers in the Job Crafting Process: Cognitive Clarity through Motivational Interviewing
  4. It’s About Time! Understanding the Dynamic Team Process-Performance Relationship Using Micro- and Macroscale Time Lenses
  5. Interdependence in Virtual Teams—A Double-Edged Sword?
  6. A conceptual replication of ambidextrous leadership theory: An experimental approach
  7. The role of individual goal orientations in shaping skill utilization over time: a four-year longitudinal study
  8. When Groups of Different Sizes Collide: Effects of Targeted Verbal Aggression on Intragroup Functioning
  9. Understanding and shaping the future of work with self-determination theory
  10. Unpacking the Role of Feedback in Virtual Team Effectiveness
  11. Turning change resistance into readiness: How change agents’ communication shapes recipient reactions
  12. The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior
  13. Did the COVID-19 Lock-Down Make Us Better at Working in Virtual Teams?
  14. Designing SMART teamwork
  15. Follower behavior renders leader behavior endogenous: The simultaneity problem, estimation challenges, and solutions
  16. SMART Work Design: Accelerating the Diagnosis of Rare Diseases in the Western Australian Undiagnosed Diseases Program
  17. Team perceived virtuality: an emergent state perspective
  18. Managing the paradox: Individual ambidexterity, paradoxical leadership and multitasking in entrepreneurs across firm life cycle stages
  19. Diagnosing rare diseases: A sociotechnical approach to the design of complex work systems
  20. Capturing Team Dynamics in the Wild: The Communication Analysis Tool
  21. Understanding dynamics in teams over time with new non-traditional methods
  22. How „virtual“ has your work become? How you can improve the performance of your virtual team
  23. How to improve career counselling sessions for job seekers
  24. A socio-motivational perspective on energy conservation in the workplace: the potential of motivational interviewing
  25. Teil-autonome Arbeitsteams oder tayloristische Produktionslinie? Welche Erkenntnisgewinne bieten simulationsbasierte Work Design Trainings
  26. Killer Apps: Developing Novel Applications That Enhance Team Coordination, Communication, and Effectiveness
  27. Group Affective Tone and Team Performance: A Week-Level Study in Project Teams
  28. Using observational research methods to study voice and silence in organizations
  29. Appraisal Participation and Perceived Voice in Annual Appraisal Interviews
  30. Career counseling meets motivational interviewing: A sequential analysis of dynamic counselor–client interactions
  31. Damit Sie auch im Coaching bekommen, was auf der Verpackung steht: Qualitätssicherung von Coachings am Beispiel der Prozessanalyse im Motivational Interviewing
  32. Group interactions and time: Using sequential analysis to study group dynamics in project meetings.
  33. A psychology perspective of energy consumption in organisations: The value of participatory interventions
  34. Using Motivational Interviewing to reduce threats in conversations about environmental behavior
  35. Providing engineers with OARS and EARS
  36. Talking with consumers about energy reductions: recommendations from a motivational interviewing perspective
  37. Coding interactions in Motivational Interviewing with computer-software: What are the advantages for process researchers?
  38. Different Stages of Entrepreneurship: Lessons from the Transtheoretical Model of Change
  39. Dynamics of Resistance to Change: A Sequential Analysis of Change Agents in Action
  40. Does familiarity or conflict account for performance in the word-stem completion task? Evidence from behavioural and event-related-potential data
  41. They Meet, They Talk … but Nothing Changes: Meetings as a Focal Context for Studying Change Processes in Organizations