| Taking Teams to Task: A Normative Model for Designing or Recalibrating Work Teams |
| | Mattson, Marifran | Purdue U., West Lafayette | mmattson@purdue.edu | (765)-494-7596 |
| | Mumford, Troy V. | Purdue U., West Lafayette | troy_mumford@mgmt.purdue.edu | (765)-496-6315 |
| | Sintay, G. Scott | Purdue U., West Lafayette | scott@sintay.com | (765)-494-1627 |
| | This paper presents a model for understanding the relationship between task
characteristics, types of interdependence, and the effectiveness of several team structures.
Researchers have long called for more thorough consideration of the actual work that groups are
expected to accomplish when organizations implement teams. This paper answers that call by
presenting a normative model of team effectiveness that integrates a typology of teams, tasks, and
interdependence. Four general contributions are made. First, a typology of team types is
specified using five dimensions drawn from research on teams. Second, tasks typologies are
reviewed, and the task is then conceptualized in terms of McGrath's (1984) task circumplex and
five types of interdependence. Third, a normative model is presented outlining the most effective
team structure for each combination of task and interdependence. This model is summarized in
eight propositions specifying the tasks for which each type of team is most appropriate. Practical
and theoretical application of the model is discussed.
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| | Keywords: Teams; Task; Interdependence |
| The More We Are Alike, the More Confident We Become: The Mediating Effect of Group-Efficacy on the Relationship Between Team Heterogeneity and Team Performance and Reputation |
| | Lewis, Kristi M. | Oregon State U. | lewis@bus.orst.edu | 541-737-3016 |
| | Gibson, Cristina B. | Center for Effective Organizations, USC | cgibson@ceo.usc.edu | (213)-740-7057 |
| | This study examined the relationships between team heterogeneity, group-efficacy, and team outcomes in a sample of 57 bank branches. Group-efficacy mediated the relationship between tenure heterogeneity and performance and between collectivism heterogeneity and performance. Collectivism heterogeneity had a curvilinear relationship with group-efficacy: teams with both highest and lowest levels of collectivism heterogeneity were higher in group-efficacy. Implications for theories of social cognition, international management, and group development are discussed. |
| | Keywords: TENURE; GROUP-EFFICACY; COLLECTIVISM |
| When Self-Managed Work Teams Work: How Self-Management and Demographic Diversity Influence Team Effectiveness |
| | Hom, Peter W. | Arizona State U. | peter.hom@asu.edu | 602-965-6466 |
| | Manz, Charles C. | U. of Massachusetts, Amherst | cmanz@som.umass.edu | (413)-545-5584 |
| | Millikin, John P. | Motorola | john.millikin@asu.edu | 602-991-1996 |
| | This study contributes to the emerging literature on conditions determining when self-managed work teams succeed or fail.
The present research examined two potential determinants of team effectiveness: self-management strategies among team
participants and demographic diversity within teams. From an international semiconductor corporation, we surveyed 722 members
belonging to 89 self-managed teams and tracked team productivity before and after this survey. Our investigation found that
member usage of self-management strategies (especially "thought self-leadership") enhanced productivity gains among teams.
However, cohesion moderated this effect: self-management most benefited cohesive groups. Moreover, demographic heterogeneity
decreased productivity improvements. Implications for effective implementation of self-managed teams and contingency theories
of team performance are discussed.
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| | Keywords: Self-Management; Teams; Diversity |
| The Impact of Relational Demography on Teamwork: When Differences Make a Difference |
| | O'Reilly III, Charles A. | Stanford U. | oreilly_charles@gsb.stanford.edu | (650)-725-2110 |
| | Williams, Katherine Y. | Stanford U. | kathyw@leland.stanford.edu | (650)-497-0531 |
| | Barsade, Sigal G. | Yale U. | sigal.barsade@yale.edu | 203-432-6020 |
| | Diversity and teamwork are two themes that characterize the writing about the future of organizations. We explore the effects of age, tenure, sex, and race/ethnicity on teamwork. Results show that the more different an individual is from the group, the less teamwork. Further, there are important differences in sex and race/ethnicity in this pattern that are not predicted by similarity/attraction or social categorization theory. For example whites, but not minorities, report more teamwork when in more ethnically diverse groups. Overall, the results suggest that the often-reported negative effects of diversity on teamwork depends importantly on the composition of the group. Being a "minority" may be as much a function of the context as one's demographic characteristics. |
| | Keywords: demography; diversity; teamwork |
| A longitudinal investigation of group characteristics and work group performance: A cross-cultural comparison |
| | Jung, Dong I. | San Diego State U. | donjung@mail.sdsu.edu | 619-594-0208 |
| | Baik, Ki Bok | Kookmin U. | baik@kmu.kookmin.ac.kr | |
| | Sosik, John J. | Pennsylvania State U., Great Valley | jjs20@psu.edu | 610-648-3254 |
| | This study identified several group characteristics from group composition
and process perspectives based on the previous group literature, and examined
their relationships with group performance over time. A longitudinal study
was conducted to evaluate influences of heterogeneity, preference for group
work, potency, and outcome expectations on performance of 43 work groups
(156 individuals) performing decision making tasks. In order to test cross
-cultural applicability of the work group model examined in the current study,
a parallel study was conducted using 40 work groups (148 individuals) in
Korea. Results of Partial Least Squares analysis indicated that most variables
had positive effects on performance over time. These results were consistent
across two different cultural settings. However, potency and preference for
team work had significant negative effects on performance among Korean samples.
Several explanations were offered to understand these unexpected findings.
Implications of these results for implementing group-based work systems and
conducting group research are discussed. |
| | Keywords: Group characteristics; Performance; Cross-cultural comparison |