PurposeThe purpose of this study is to examine the relationship between corporate entrepreneurship (CE) and unlearning process efficiency, focusing on how team composition facilitates this relationship. Drawing on the diversity framework by Harrison and Klein (2007), the authors investigate how differences in CE level among team members affect the relationship between CE and unlearning efficiency.Design/methodology/approachUsing a sample from South Korea, the authors collected data from 42 different teams to assess the levels of CE and the unlearning process efficiency among team members. Subsequently, the authors quantified differences in CE among team members, using Euclidean distance to measure separation diversity, to examine its effect on the unlearning process efficiency.FindingsThis analysis reveals that an individual's CE leads to an efficient unlearning process. Furthermore, the separation level of CE among team members significantly moderates this relationship. Specifically, the authors find that smaller differences in CE levels among team members are more beneficial for achieving unlearning efficiency.Originality/valueThese results highlight the importance of considering team composition, specifically the CE levels of team members, to facilitate unlearning process and reduce the difficulties in driving change within the team.
PurposeThis study aims to examine psychological, social and environmental factors shaping performance in virtual and hybrid teams. Framed through the Job Demands-Resources (JD-R) model, the review identifies which demands hinder and which resources enhance team performance, clarifying how these elements interact in distributed work contexts.Design/methodology/approachA systematic search of APA PsycInfo, Scopus, PubMed and YourJournals@Ovid, identified 49 peer-reviewed empirical studies published between 2011 and early 2025. Following PRISMA guidelines, studies were coded according to the JD-R framework, categorizing team-level constructs as demands, resources, or mediators/moderators across psychological, social and environmental domains.FindingsThe most frequently studied factors were social resources, particularly communication quality, knowledge sharing and trust, which accounted for over a third of studies, and were consistently linked to stronger performance. Psychological resources, including team emotional intelligence, were also associated with performance, though no single factor dominated. Demands including coordination strain, conflict and digital overload were examined less often but when unsupported, proved detrimental. Evidence showed resources and demands rarely operate in isolation: resources can buffer strain, yet when eroded, they amplify risks. Recent studies reflect post-pandemic complexity, emphasizing hybrid inequities, digital fatigue and the compensatory role of adaptive, context-sensitive leadership.Originality/valueThis review extends the JD-R model at the team level, integrating fragmented findings and highlighting how resources and demands function systemically across psychological, social and environmental domains. It advances theory by positioning performance as dependent on the ongoing recalibration of demands and resources, while offering practical insights for designing high-performing virtual and hybrid teams.
Purpose The purpose of this study is to extend contemporary teamwork theories by offering a value-based, ethically grounded model for managing teams in the current uncertain challenging environment. Design/methodology/approach A qualitative content analysis of objectively shortlisted relevant verses from the Bhagavad Gita to identify its core principles. Findings Incorporating Yajña Bhava into organizational practices can significantly enhance cohesion and success both at the Individual and Team level. Research limitations/implications This study introduces Yajña Bhava as a value-driven approach that complements and extends existing teamwork theories. It shifts focus from external coordination to internal attitudes like selflessness, shared purpose and ethical contribution. This perspective encourages a deeper exploration of how inner dispositions shape team effectiveness. The framework opens avenues for cross-cultural research and invites the development of new tools to study teamwork through a value-based lens. It also challenges researchers to revisit core constructs such as trust, motivation and goal alignment from a more holistic and ethical standpoint. Practical implications Applying the principles of Yajña Bhava encourages a shift in teamwork practices – where prioritizing collective well-being over individual recognition leads to more integrated and sustainable outcomes for organizations and society. Originality/value This unique approach applies Indian Knowledge Systems to modern workplace challenges, bridging ancient wisdom with contemporary organizational needs.
Purpose Extreme teams are found in a great variety of contexts, from firefighting to space exploration. The number of extreme teams (alongside research on them) has exponentially increased in the last two decades. Thus, the purpose of this study is to examine the internal team dynamics of extreme teams, identify key team configurations and finally, to explore methodological insights for studying these teams with the use of innovative methods. Design/methodology/approach Using Hollenbeck et al.’s (2012) three-dimensional typology, the authors conducted a systematic review and coded 195 articles according to their skill differentiation, authority differentiation and temporal stability. Findings Three profiles of extreme teams emerged: (1) agile experts, (2) cohesive mainstays, and (3) structured flex crews. The authors provide specific lessons for each profile as well as methodological guidance to aid researchers and practitioners working with extreme teams. Originality/value We focus on teams’ dynamics to offer more precision in capturing the relevant sources of stress and uncertainty that shape these teams based on their distinct characteristics, such as leadership structures, skill differentiation and temporal stability, to overcome challenges – regardless of their general extreme context. These new profiles will allow future researchers to understand extreme teams far and wide, from space teams to surgical teams and beyond.
