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

Date
2010
Authors
Porter, C.O.L.H.
Gogus, C. I.
Yu, R. C. -F.
Advisor
Supervisor
Co-Advisor
Co-Supervisor
Instructor
Source Title
Small Group Research
Print ISSN
1046-4964 (print)
Electronic ISSN
Publisher
Sage Publications, Inc.
Volume
41
Issue
2
Pages
221 - 248
Language
English
Type
Article
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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.

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Keywords
Backing up behavior, Legitimacy of need, Performance monitoring, Teams
Citation
Published Version (Please cite this version)