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This article presents the findings of a scoping review looking at conceptualizations of team equity in academic literature between 2017 and 2021. A search and filter process produced a set of 42 publications containing discussion of equity or equality at the team level. A qualitative thematic analysis was carried out on the data resulting in a set of seven themes characterized as facets of team equity: alignment, dialogism, heterophily, participation, power, ownership, and risk. Each facet is presented and illustrated with excerpts from the scoping review data followed by implications for the operationalization of equity at the team level. This analysis sheds light on the multi-dimensionality of equity in a team space, providing context for discussions about the difficulty of using simple quantitative measures for such a complex phenomenon. We hope the facets help researchers and practitioners use and operationalize the concept in ongoing efforts to combat historically-grounded injustices. 

This full paper sets out a methodological protocol for conducting a scoping review of literature relating to teamwork effectiveness and equity. The goal of the study is to understand how academic discourse over the five-year period prior to the study being carried out has conceptualized teamwork success in educational and professional contexts, and to what extent equitable team practices are embedded within such conceptualizations. In line with ongoing initiatives to promote transparency in research, this protocol paper is intended for dissemination prior to the conduct of the study itself. The research context, questions, and rationale are set out, and a detailed methodology described, outlining procedures for data retrieval, screening, extraction, and analysis. The paper concludes with an outline of intended reporting methods for the study, including the reporting of deviations from the procedures set out herein. This paper contributes to the scoping review methodology, and especially its application in the field of engineering education research and education research more broadly. 

It is difficult for instructors, and even students themselves, to become aware in real-time of inequitable behaviors occurring on student teams. Here, we explored a potential measure for inequitable teamwork drawing on data from a digital pedagogical tool designed to surface and disrupt such team behaviors. Students in a large, undergraduate business course completed seven surveys about team health (called team checks) at regular intervals throughout the term, providing information about team dynamics, contributions, and processes. The ways in which changes in students’ scores from team check to team check compared to the median changes for their team were used to identify the proportions of teams with outlier student scores. The results show that for every team size and team check item, the proportion of teams with outliers at the end of the term was smaller than at the beginning of the semester, indicating stabilization in how teammates evaluated their team experiences. In all but two cases, outlying students were not disproportionately likely to identify with historically marginalized groups based on gender or race/ethnicity. Thus, we did not broadly identify teamwork inequities in this specific context, but the method provides a basis for future studies about inequitable team behavior.