Tackling the "Galacticos" effect: team familiarity and the performance of star-studded projects

Cattani, Gino; Ferriani, Simone; Mariani, Marcello M.; Mengoli, Stefano

doi:10.1093/icc/dtt001

Cited by 37 publications

(25 citation statements)

References 48 publications

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“…Members of the group participate in a common work with clearly defined and measureable goals provided with autonomy, authority and necessary resources. Group tasks are found to be more effective if group members are successors of a previous common working experiences, based primarily on coordination and communication (Cattani, 2013). An appropriate collaboration requires competence, confidence, commitment, respect, and trust between all members of the group (Henneman et al, 1995).…”

Section: Group Work Management In the Educational Contextmentioning

confidence: 99%

Managing group work in the classroom: An international study on perceived benefits and risks based on students’ cultural background and gender

Šerić

Praničević

2018

mjcmi

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Section: Group Work Management In the Educational Contextmentioning

confidence: 99%

Managing group work in the classroom: An international study on perceived benefits and risks based on students’ cultural background and gender

Šerić

Praničević

2018

mjcmi

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“…Many of the teams at the top of the bar graph are rich, metropolitan clubs with financial resources to purchase the best players in the world, regardless of where they come from (Elberse and Quelch, 2008;Cattani et al, 2012). These associations could bias the bivariate relationship between diversity and performance could be positively biased.…”

Section: Control Variablesmentioning

confidence: 99%

Heterogeneity and team performance: Evaluating the effect of cultural diversity in the world’s top soccer league

Ingersoll¹,

Malesky

Saiegh

2017

JSA

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Abstract. This paper uses data from the UEFA Champions League (2003League ( -2012 to study the impact of diversity on team performance. Results indicate that more heterogeneous teams outperform less diverse sides; a one-standard deviation increase in cultural diversity (measured by linguistic distance) can double a team's goal differential over the course of the tournament. One threat to our conclusions is that certain teams have greater resources to search the world for talent. We address this issue by controlling for players' transfer values, quality ratings, and exploiting exogenous variation in diversity generated by differences in the non-European player quotas of national soccer leagues.

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“…In addition to its direct influence, social capital may also affect organizational performance indirectly by facilitating the deployment of human capital. Stable ties between employees might facilitate the utilization of their knowledge, skills, and abilities, thus providing an optimal environment for exploiting their human capital (Cattani et al., ). This view is consistent with research highlighting the role of social capital in helping firms “acquire, recombine, and release resources” as well as “essential information about opportunities to … integrate resources” (Blyler and Coff, : 680), thus making social capital essential for the effective use of human capital.…”

Section: Theorymentioning

confidence: 99%

The direct and indirect effects of core and peripheral social capital on organizational performance

Fonti

Maoret

2015

Strategic Management Journal

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The attached pre-print version is slightly different from the published article. The article was previously entitled: "Where and How Much Does Social Capital Matter? Core and Peripheral Relational Stability as Determinants of Organizational Performance".International audienceIn this paper we adopt a core-periphery approach to specify the direct and indirect effects of social capital on organizational performance. We suggest that social capital deriving from stable task relationships between organizational members has a direct positive effect on organizational performance. Said effect depends, in both strength and functional form, on whether actors involved in stable dyads are located at the core or at the periphery of the organization. We also argue that core and peripheral social capital affect performance indirectly by moderating the organization’s ability to leverage its human capital to improve performance. Results from a 48-year study of the National Basketball Association support our arguments and bear important implications for strategic human resource practices and organizational performance in competitive settings

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Tackling the "Galacticos" effect: team familiarity and the performance of star-studded projects

Abstract: This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link

Cited by 37 publications

References 48 publications

Managing group work in the classroom: An international study on perceived benefits and risks based on students’ cultural background and gender

Managing group work in the classroom: An international study on perceived benefits and risks based on students’ cultural background and gender

Heterogeneity and team performance: Evaluating the effect of cultural diversity in the world’s top soccer league

The direct and indirect effects of core and peripheral social capital on organizational performance

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