Abstract
The authors contribute to growing evidence that team charters contribute positively to performance by empirically testing their effects on key team process outcomes. Using a sample of business students in a team-based task requiring significant cooperative and coordinative behavior, the authors compare emergent team norms under a variety of team charter intervention conditions. They find support for the assertion that the introduction of team charters does in fact manifest improved process outcomes, including communication, effort, mutual support, cohesion, and member satisfaction.