/lp/american-psychological-association/work-teams-0D9isZZ3Ap
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- Publisher
- American Psychological Association
- Copyright
- Copyright © 1990 American Psychological Association
- ISSN
- 0003-066x
- eISSN
- 1935-990X
- DOI
- 10.1037/0003-066X.45.2.120
- Publisher site
- See Article on Publisher Site
Abstract
This article uses an ecological approach to analyze factors in the effectiveness of work teams—small groups of interdependent individuals who share responsibility for outcomes for their organizations. Applications include advice and involvement, as in quality control circles and committees; production and service, as in assembly groups and sales teams; projects and development, as in engineering and research groups; and action and negotiation, as in sports teams and combat units. An analytic framework depicts team effectiveness as interdependent with organizational context, boundaries, and team development. Key context factors include (a) organizational culture, (b) technology and task design, (c) mission clarity, (d) autonomy, (e) rewards, (f) performance feedback, (g) training/consultation, and (h) physical environment. Team boundaries may mediate the impact of organizational context on team development. Current research leaves unanswered questions but suggests that effectiveness depends on organizational context and boundaries as much as on internal processes. Issues are raised for research and practice.
Journal
American Psychologist – American Psychological Association
Published: Feb 1, 1990