Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence
Abstract
An extensive body of literature indicates the importance of teamwork to the success of innovative projects. This growing awareness, that “good teamwork” increases the success of innovative projects, raises new questions: What is teamwork, and how can it be measured? Why and how is teamwork related to the success of innovative projects? How strong is the relationship between teamwork and various measures of project success such as performance or team member satisfaction? This article develops a comprehensive concept of the collaboration in teams, called Teamwork Quality (TWQ). The six facets of the TWQ construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified. Hypotheses regarding the relationship between TWQ and project success are tested using data from 575 team members, team leaders, and managers of 145 German software teams. The results of the structural equation models estimated show that TWQ (as rated by team members) is significantly associated with team performance as rated by team members, team leaders, and team-external managers. However, the magnitude of the relationship between TWQ and team performance varies by the perspective of the performance rater, i.e., manager vs. team leader vs. team members. Furthermore, TWQ shows a strong association with team members' personal success (i.e., work satisfaction and learning).
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The quality of collaboration has a positive impact on creativity and team performance.
“Prior research indicates that the quality of collaboration has a positive impact on creativity and team performance (Hoegl & Gemuenden, 2001;DeCusatis, 2008).”
From Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culture (2010) · cites this paper as Hoegl & Gemuenden, 2001
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- Authors
- Hoegl, M., & Gemuenden, H. G.
- Affiliations
- Washington State University Spokane (US)
- Technische Universität Berlin (DE)
- ORCID
- Hoegl, Martin
- Venue
- Organization Science
- Published
- 2001-08
- Volume
- 12
- Issue
- 4
- Pages
- 435-449
- ISSN
- 1047-7039 (ISSN-L)
- 1526-5455
- OpenAlex
- W1973833922
- Cited by
- 1,671
- References
- 3
- Citations by year
- 2026: 58 · 2025: 72 · 2024: 64 · 2023: 81 · 2022: 74 · 2021: 93 · 2020: 90 · 2019: 69 · 2018: 89 · 2017: 91 · 2016: 90 · 2015: 103 · 2014: 106 · 2013: 80 · 2012: 103
- FWCI
- 15.92
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Organization Science (publishedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Decision Sciences › Management Science and Operations Research › Construction Project Management and Performance
- Physical Sciences › Computer Science › Information Systems › Software Engineering Techniques and Practices
- Keywords
- teamwork quality, innovation projects, project success, team performance, team member satisfaction, software development teams, team cohesion, communication, coordination, mutual support, team member contribution, job satisfaction, learning
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