Team effectiveness: contributors and hindrances

Kline, Theresa J. B.; MacLeod, Michelle; McGrath, Joni-Lynne

doi:10.3233/hsm-1996-15305

Cited by 6 publications

(3 citation statements)

References 8 publications

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“…The model uses the findings of Kline et al (1996) that the factors perceived to most hinder team effectiveness are contextual, whereas those most enhancing it are internal to the team. Contextual key success factors are therefore indicated with darker 'enabler' arrows, and are hypothesized to be necessary but not sufficient for effective cross-functional teamwork, while factors which enhance effectiveness are indicated with lighter 'enhancer' arrows.…”

Section: Diagnostic Model Of Cross-functional Teamworkmentioning

confidence: 99%

Critical success factors for cross‐functional teamwork in new product development

Holland

Gaston

Gomes

2000

Int J Management Reviews

154

100

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There is consensus that the effective implementation of cross-functional teams is critical to new product success. However, such teams face particular challenges because of welldocumented barriers between functions. Furthermore, there is little evidence-based guidance for practitioners on how to achieve effective cross-functional teamwork. In order to address this gap, the literature on cross-functional teamwork was analysed to identify critical success factors. Using a heuristic team effectiveness model, these were categorized into six groups: task design, group composition, organizational context, internal processes, external processes and group psychosocial traits. Recent theory on group effectiveness has increasingly recognized the significance of a supportive organizational context, and this is particularly pertinent for cross-functional teams. Key success factors include strategic alignment between functions, a climate supportive of teamwork and team-based accountability. The findings are integrated into a diagnostic model which is intended to be of practical benefit to people designing, leading and facilitating cross-functional new product development teams.

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Section: Diagnostic Model Of Cross-functional Teamworkmentioning

confidence: 99%

Critical success factors for cross‐functional teamwork in new product development

Holland

Gaston

Gomes

2000

Int J Management Reviews

154

100

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“…While the process loss model may be intuitively appealing, recent research outside of the groupware literature has suggested that the process loss variables are actually of minimal importance in terms of group performance while contextual variables seem to be much more relevant (e.g., Alagna, Reddy, & Collins, 1982; Gladstein, 1984; Kline & MacLeod, 1997; Kline, MacLeod, & McGrath, 1996; Larson & LaFasto, 1989; Sheridan & Vredenburgh, 1979). The role of contextual variables, other than group size, seems to be peculiarly absent from the extant literature on groupware.…”

Section: Theoretical Perspectivesmentioning

confidence: 99%

A review of the groupware literature: Theories, methodologies, and a research agenda.

Kline¹,

McGrath²

1999

Canadian Psychology / Psychologie canadienne

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The extant literature on groupware, mainly found in Computer Science and Management Information Systems journals, has been almost completely ignored by Industrial-Organizational Psychology. The lack of integration of this information into research on "traditional" organizational team performance is surprising. This paper brings the groupware literature to the attention of researchers and practitioners. Additionally, the theoretical frameworks used in the groupware research do not reflect recent developments in Industrial-Organizational Psychology (e.g., groupware research does not generally include critical contextual variables). Based on this review, we propose a comprehensive and integrated research agenda for future work in this area.While there is ample recognition in the Industrial-Organizational Psychology and Organizational Behaviour disciplines of the importance of groups and teams in the workplace (e.g.

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“…There is a vast amount of literature that has focussed on effectiveness and performance of traditional teams and the other forms of teams. Much of the work has been done in the area of traditional performance measures (Cohen et al, 1996;Choudron, 1995;Kline et al, 1996). New ideas came in several other directions like satisfaction, qualitative measures, goals achievement, mission (Ford and McLaughlin, 1992;Jiang et al, 1997;Shea and Guzzo, 1987;Hovemeyer, 1993).…”

Section: Performance In Virtual Teamsmentioning

confidence: 99%

Global virtual teams: what impacts their design and performance?

Akhilesh²

2002

Team Performance Management: An International Journal

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This paper examines the aspect of designing global virtual teams and the key factors that impact team design. Examines how design impacts team performance. Proposes a conceptual model for designing such teams to deliver optimal performance. The model contains four major elements: virtual team structure, strategic objectives, work characteristics and situational constraints. The impact of the last three elements on team structure and their relationship to team performance are examined. Proposes a multi‐dimensional measure for virtual team structure, and considers how situational demands and performance constraints can impact team design. Highlights the fact that performance of teams too is multi‐dimensional and design has to consider the tradeoff involved in these factors. Proposes that global virtual teams be designed with a holistic approach considering an optimal fit between the team structure and the key impacting factors like objectives, work characteristics and situational constraints to deliver performance.

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Team effectiveness: contributors and hindrances

Cited by 6 publications

References 8 publications

Critical success factors for cross‐functional teamwork in new product development

Critical success factors for cross‐functional teamwork in new product development

A review of the groupware literature: Theories, methodologies, and a research agenda.

Global virtual teams: what impacts their design and performance?

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