Team formation with complementary skills

Büyükboyacı, Mürüvvet; Robbett, Andrea

doi:10.1111/jems.12296

Cited by 12 publications

(6 citation statements)

References 45 publications

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“…Thus, whenever the precision of the agents' predictions is low, repeated adaptations increase the chances that the most capable agents join forces in a group. This argumentation is in line with the find-ings presented in LiCalzi and Surucu (2012), Büyükboyaci and Robbett (2019), and Eppler and Sukowski (2000). They argue that groups need to be heterogeneous to solve tasks efficiently, and the group members' skills need to complement each other.…”

Section: Group Adaptation and The Moderating Effect Of The Interdepen...supporting

confidence: 79%

Dynamic groups in complex task environments: To change or not to change a winning team?

Blanco-Fernández¹,

Leitner²,

Rausch³

2022

Preprint

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Organisations rely upon group formation to solve complex tasks, and groups often adapt to the demands of the task they face by changing their composition periodically. Previous research comes to ambiguous results regarding the effects of group adaptation on task performance. This paper aims to understand the impact of group adaptation, defined as a process of periodically changing a group's composition, on complex task performance and considers the moderating role of individual learning and task complexity in this relationship. We base our analyses on an agent-based model of adaptive groups in a complex task environment based on the NK framework. The results indicate that reorganising well-performing groups might be beneficial, but only if individual learning is restricted. However, there are also cases in which group adaptation might unfold adverse effects. We provide extensive analyses that shed additional light on and, thereby, help explain the ambiguous results of previous research.

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Section: Group Adaptation and The Moderating Effect Of The Interdepen...supporting

confidence: 79%

Dynamic groups in complex task environments: To change or not to change a winning team?

Blanco-Fernández¹,

Leitner²,

Rausch³

2022

Preprint

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“…6 It should be noted that there are not only so-called behavioral or nonmonetary reasons why team incentives might work. Team incentives can exploit complementarities and foster cooperation ( Holmström and Milgrom, 1990 ;Itoh, 1991Itoh, , 1992Macho-Stadler and Pérez-Castrillo, 1993 ;Büyükboyac ı and Robbett, 2017 ;Büyükboyaci and Robbett, 2019 ). Team incentives can also be desirable in repeated settings, as it strengthens implicit incentives, see Che and Seung-Weon (2001) and Kvaløy and Olsen (2006) .…”

Section: Introductionmentioning

confidence: 99%

Relative Performance Feedback to Teams

Gjedrem

Kvaløy

2018

SSRN Journal

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“…M. Büyükboyaci finds that letting workers voluntarily join teams can help to form skill-complementary teams where each worker is able to focus on the task they do best. Moreover, such endogenous team formation can positively impact overall productivity (Büyükboyaci;Robbett, 2019). In addition to self-organization, the process of team formation can also be seen as an NP-hard problem (non-deterministic polynomial-time hardness), which is to find workers who can contribute their efforts and accomplish a specific task at the lowest cost.…”

Section: Team Formation and Team Functioningmentioning

confidence: 99%

The science of team science (SciTS): An emerging and evolving field of interdisciplinary collaboration

Huang

Liu

et al. 2023

EPI

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In recent years, collaboration within a team to solve complicated scientific and social problems has attracted growing popularity. In particular, many complex challenges and opportunities require expertise and skills across disciplinary, organizational, and cultural boundaries. However, rapid growth in the demand for scientific collaboration has outpaced changes in the factors needed to support scientific teams. Also, scientific results are not simply a combination of different working results; understanding how teams work and what causes them to fail or succeed is of the utmost importance. Thus, the Science of Team Science (SciTS), an emerging interdisciplinary research area, has emerged as a way of understanding and managing the circumstances that facilitate or hinder the effectiveness of large-scale cross-disciplinary, collaborative research, training, and translational initiatives. SciTS integrates various quantitative and qualitative research methods and is still advancing in its sophistication. Using bibliometric and information visualization methods, this paper clarifies the concepts and connotations of teams and team science. It sets out important events in the emergence and development of SciTS and summarizes the characteristics of the SciTS literature, identifying seven main research areas. The paper concludes with a discussion on the challenges facing the future advancement of SciTS and corresponding recommendations for breaking through these bottlenecks. Our goal is to deepen researchers’ understanding of SciTS and better inform the policies and practices that govern SciTS for more effective team science.

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Team formation with complementary skills

Cited by 12 publications

References 45 publications

Dynamic groups in complex task environments: To change or not to change a winning team?

Dynamic groups in complex task environments: To change or not to change a winning team?

Relative Performance Feedback to Teams

The science of team science (SciTS): An emerging and evolving field of interdisciplinary collaboration

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