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      When does teamwork translate into improved team performance? a resource allocation perspective

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      Author
      Porter, C.O.L.H.
      Gogus, C. I.
      Yu, R. C. -F.
      Date
      2010
      Source Title
      Small Group Research
      Print ISSN
      1046-4964 (print)
      Publisher
      Sage Publications, Inc.
      Volume
      41
      Issue
      2
      Pages
      221 - 248
      Language
      English
      Type
      Article
      Item Usage Stats
      119
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      329
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      Abstract
      Drawing on resource allocation theory, the authors examined boundary conditions for the positive effects of two aspects of teamwork (backing up behavior and performance monitoring) on team performance. Participants were 276 undergraduate business students who were organized into 69 teams and who worked on a computer simulation across multiple performance episodes. Approximately half the teams experienced a workload distribution problem. Results indicated that performance monitoring had positive effects on team performance when teams experienced a workload distribution problem. Backing up behavior had positive effects only when teams had both a workload distribution problem and during early performance episodes. The findings of this study suggest that resource allocation theory can provide insights regarding when members should devote and coordinate their own individual resources to assist others in teams. The implications of these findings for future theory and practice regarding teamwork are discussed. © The Author(s) 2010.
      Keywords
      Backing up behavior
      Legitimacy of need
      Performance monitoring
      Teams
      Permalink
      http://hdl.handle.net/11693/22379
      Published Version (Please cite this version)
      https://doi.org/10.1177/1046496409356319
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