Team structure and performance, Stewart and Barrick (2000)

Abstract

We used data from 45 production teams (626 individuals) and their supervisors to test hypotheses related to team structure. For teams engaged primarily in conceptual tasks, interdependence exhibited a U-shaped relationship with team performance, whereas
team self-leadership exhibited a positive, linear relationship with performance. For teams engaged primarily in behavioral tasks, we found a n-shaped relationship between interdependence and performance and a negative, linear relationship between team self-leadership and performance. Intrateam process mediation was found for relationships with interdependence but not for relationships with team self-leadership. 

Overall, findings support a model of team structure and illustrate how relationships between structural characteristics and a team's performance can be moderated by its tasks.

Publicatie

GREG L. STEWART
Brigham Young University
MURRAY R. BARRICK
Michigan State University

Academy of Management Journal
2000, Vol. 43, No.2, 135-148.