Developing a Theory of the Strategic Core of Teams: A Role Composition Model of Team Performance

• 成果类型: Article
• 署名作者: Humphrey, Stephen E.; Morgeson, Frederick P.; Mannor, Michael J.
• 署名单位: Pennsylvania Commonwealth System of Higher Education (PCSHE); Pennsylvania State University; Pennsylvania State University - University Park; Michigan State University; Michigan State University's Broad College of Business; University of Notre Dame
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/a0012997
• 发表日期: 2009
• 页码: 48-61
• 关键词: team; group; role; core; experience

摘要

Although numerous models of team performance have been articulated over the past 20 years. these models have primarily focused oil the individual attribute approach to team composition. The authors utilized a role composition approach, which investigates how the characteristics of a set of role holders impact team effectiveness, to develop a theory of the strategic core of team's. Their theory suggests that certain team roles are most important for team performance and that the characteristics of the role holders in the core of the team are more important for overall team performance. This theory was tested in 778 teams drawn from 29 years of major league baseball (1974-2002). Results demonstrate that although high levels of experience and job-related skill,ire important predictors of team performance, the relationships between these constructs and team performance are significantly stronger when the characteristics are possessed by core role holders (as opposed to non-core role holders). Further. teams that invest more of their financial resources in these core roles are able to leverage such investments into significantly improved performance. These results have implications for team composition models, as they suggest a new method for considering individual contributions to a team's success that shifts the focus onto core roles.