期刊
JOURNAL OF MANAGEMENT
卷 32, 期 1, 页码 29-55出版社
SAGE PUBLICATIONS INC
DOI: 10.1177/0149206305277792
关键词
teams; groups; performance; team design
This article presents a quantitative review of 93 studies examining relationships between team design features and team performance. Aggregated measures of individual ability and disposition correlate positively with team performance. Team member heterogeneity and permance correlate near zero, but the effect varies somewhat by type of team. Project and management teams have slightly higher performance when they include more members. Team-level task meaningfulness exhibits a modest but inconsistent relationship with performance. Increased autonomy and intrateam coordination correspond with higher performance, but the effect varies depending on task type. Leadership, particularly transformational and empowering leadership, improves team performance.
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