Abstract

Over the last fifteen years, there has been a great deal of interest in the role of team reflexivity (social reflexivity and task reflexivity) in team effectiveness. In this article, we review the theoretical and empirical research on this topic to summarize what we have learned and also to provide a foundation for future research necessary for application for this knowledge to strategic decision-making teams. We describe research that emphasizes the moderating effects of social reflexivity in the relationship between task-related arguments and affective conflict, and we discuss recent effects that attempt to enhance the relationship between task-related arguments and strategic decision outcomes by the moderating effects of task reflexivity in strategic decision-making teams. We conclude by identifying several issues that should take precedence in research in order to advance our understanding of the role of team reflexivity in strategic decision-making teams.

Key words: Top management team, task reflexivity, social reflexivity, strategic decision making.