Journal of Management

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to submit your manuscript electronically

Click here for more information

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in ISI Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via ISI Web of Science (9)
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Stewart, G. L.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
Journal of Management, Vol. 32, No. 1, 29-55 (2006)
DOI: 10.1177/0149206305277792
© 2006 Southern Management Association

A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance

Greg L. Stewart

College of Business, 108 PBAB, University of Iowa, Iowa City, IA 52242-1000, Greg-Stewart{at}uiowa.edu

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 performance 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.

Key Words: teams • groups • performance • team design


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 Journal of ManagementHome page
J. Mathieu, M. T. Maynard, T. Rapp, and L. Gilson
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future
Journal of Management, June 1, 2008; 34(3): 410 - 476.
[Abstract] [PDF]

Home page
 Small Group ResearchHome page
S. M. Fiore
Interdisciplinarity as Teamwork: How the Science of Teams Can Inform Team Science
Small Group Research, June 1, 2008; 39(3): 251 - 277.
[Abstract] [PDF]

Home page
 Journal of ManagementHome page
S. K. Horwitz and I. B. Horwitz
The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography
Journal of Management, December 1, 2007; 33(6): 987 - 1015.
[Abstract] [PDF]

Home page
 Journal of Leadership and Organizational StudiesHome page
A. L. W. Vogelaar
Leadership from the Edge: A Matter of Balance
Journal of Leadership and Organizational Studies, February 1, 2007; 13(3): 27 - 42.
[Abstract] [PDF]

Home page
 Group Processes Intergroup RelationsHome page
J. Christian, L. W. Porter, and G. Moffitt
Workplace Diversity and Group Relations: An Overview
Group Processes Intergroup Relations, October 1, 2006; 9(4): 459 - 466.
[Abstract] [PDF]

Home page
 Small Group ResearchHome page
V. Rousseau, C. Aube, and A. Savoie
Teamwork Behaviors: A Review and an Integration of Frameworks
Small Group Research, October 1, 2006; 37(5): 540 - 570.
[Abstract] [PDF]