The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
The Effect of Team Building on Performance: An Integration
Abstract
In this article, meta-analytic integration of research examining the effects of team building on performance is reported. Overall, there was no significant effect of team building on performance. However, the effects of team building varied as a function of the type of operationalization of performance: On objective measures of performance, there was a nonsignificant tendency for team building to decrease performance, whereas on subjective measures of performance, there was a significant, albeit small, tendency for team building to increase performance. Examination of the specific components of team building revealed that interventions emphasizing role clarification were more likely to increase performance, whereas interventions that emphasized goal setting, problem solving, or interpersonal relations were no more likely to render an increase or decrease in performance. Finally, the effects of team building decreased as a function of the size of the team. The discussion considers implications of these effects of team building on performance.
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Citations
Cites
Meta-Analytic Procedures for Social Research
Rosenthal, R. (1991) · doi:10.4135/9781412984997 · Cited by 4,635
Lipsey, M. W., & Wilson, D. B. (1993) · American Psychologist · doi:10.1037/0003-066x.48.12.1181 · Cited by 2,033
The relation between group cohesiveness and performance: An integration.
Mullen, B., & Copper, C. (1994) · Psychological Bulletin · doi:10.1037/0033-2909.115.2.210 · Cited by 1,398
Self-citation
Cited by
Enhancing the Effectiveness of Work Groups and Teams
Kozlowski, S. W. J., & Ilgen, D. R. (2006) · Psychological Science in the Public Interest · doi:10.1111/j.1529-1006.2006.00030.x · Cited by 2,623
Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007) · Journal of Applied Psychology · doi:10.1037/0021-9010.92.4.909 · Cited by 2,606
Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007) · Journal of Applied Psychology · doi:10.1037/0021-9010.92.5.1332 · Cited by 2,303
Hackman, J. R., & Wageman, R. (2014) · IEEE Engineering Management Review · doi:10.1109/emr.2014.6966945 · Cited by 846
Bradley, B. H., Postlethwaite, B. E., Klotz, A. C., Hamdani, M. R., & Brown, K. G. (2012) · Journal of Applied Psychology · doi:10.1037/a0024200 · Cited by 454
Metadata
- Authors
- Salas, E., Rozell, D., Mullen, B., & Driskell, J. E.
- Venue
- Small Group Research
- Publisher
- SAGE Publications
- Published
- 1999-06
- Volume
- 30
- Issue
- 3
- Pages
- 309-329
- ISSN
- 1046-4964 (ISSN-L)
- 1552-8278
- OpenAlex
- W2122493104
- Cited by
- 275
- References
- 3
- FWCI
- 7.02
- Type
- journal article
- Language
- en
- Open access
- closed
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