Correction to Mathieu and Rapp (2009).

Reports an error in "Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies" by John E. Mathieu and Tammy L. Rapp (Journal of Applied Psychology, 2009[Jan], Vol 94[1], 90-103). In the article “Laying the Foundation for Successful Team Performance Trajectories: The Roles of Team Charters and Performance Strategies,” by John E. Mathieu and Tammy L. Rapp (Journal of Applied Psychology, 94, 90–103), the “High Chart–Low Strategy” and the “Low Chart–High Strategy” lines were inadvertently reversed in Figure 1. Below is the corrected version of Figure 1. (The following abstract of the original article appeared in record 2009-00697-021.) This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for both teamwork (i.e., team charters) and taskwork (performance strategies) can pay dividends in terms of more effective team performance over time. Using random coefficients growth modeling techniques, they found that teams with high-quality performance strategies outperformed teams with poorer quality strategies. However, a significant interaction between quality of the charters of teams and their performance strategies was found, such that the highest sustained performances were exhibited by teams that were high on both features. (PsycINFO Database Record (c) 2010 APA, all rights reserved)