Table 3 Factors that influence SMTs'... | Emerald Publishing

Table 3

Factors that influence SMTs' development pattern

Theoretical exploration					Empirical analysis
Factor	Influence			Authors	Influence	Data source(s)
Individual level
Individual human capital	+			Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Balkema and Molleman (1999), Powell and Pazos (2017)	+	Retrospective interviews
Team member attitudes	±			Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Balkema and Molleman (1999)	±	Retrospective interviews, SMT observations
Perceived workload	Not described				−	Retrospective interviews, SMT observations
Team level
Psychological safety	+			Raes et al. (2015), O' leary (2016)	+	Retrospective interviews, SMT observations
Team turnover	−			Wellins et al. (1991), Cashman et al. (2004), O' leary (2016)	∩	Retrospective interviews, SMT observations
Team size Nature of the task Bureaucratic history	− Not described Not described			Hut and Molleman (1998), Wheelan et al. (2003), Wheelan (2009), Powell and Pazos (2017) Mcgrath (1991), Morgan et al. (1993), Wheelan (2005)	∩ ± ±	Retrospective interviews, SMT observations Retrospective interviews Retrospective interviews
Organizational level
Management style	±			Hut and Molleman (1998), Balkema and Molleman (1999)	±	Retrospective interviews, SMT observations
Material support	+			Wellins et al. (1991), Morgan et al. (1993), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Cashman et al. (2004)	+	Retrospective interviews, SMT observations
Social support	Not described				+	Retrospective interviews
Environmental level
Requisite for self- management		+	Dunphy and Bryant (1996), Hut and Molleman (1998), Balkema and Molleman (1999)		Not identified	Retrospective interviews

Theoretical exploration					Empirical analysis
Factor	Influence			Authors	Influence	Data source(s)
Individual level
Individual human capital	+			Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Balkema and Molleman (1999), Powell and Pazos (2017)	+	Retrospective interviews
Team member attitudes	±			Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Balkema and Molleman (1999)	±	Retrospective interviews, SMT observations
Perceived workload	Not described				−	Retrospective interviews, SMT observations
Team level
Psychological safety	+			Raes et al. (2015), O' leary (2016)	+	Retrospective interviews, SMT observations
Team turnover	−			Wellins et al. (1991), Cashman et al. (2004), O' leary (2016)	∩	Retrospective interviews, SMT observations
Team sizeNature of the taskBureaucratic history	−Not describedNot described			Hut and Molleman (1998), Wheelan et al. (2003), Wheelan (2009), Powell and Pazos (2017)Mcgrath (1991), Morgan et al. (1993), Wheelan (2005)	∩±±	Retrospective interviews, SMT observationsRetrospective interviewsRetrospective interviews
Organizational level
Management style	±			Hut and Molleman (1998), Balkema and Molleman (1999)	±	Retrospective interviews, SMT observations
Material support	+			Wellins et al. (1991), Morgan et al. (1993), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Cashman et al. (2004)	+	Retrospective interviews, SMT observations
Social support	Not described				+	Retrospective interviews
Environmental level
Requisite for self- management		+	Dunphy and Bryant (1996), Hut and Molleman (1998), Balkema and Molleman (1999)		Not identified	Retrospective interviews

Note(s): + = Positive influence, − = Negative influence, ± = Both positive and negative influence, ∩ = Inverted U-shaped influence