The influence of team composition on team performance and dependence on task complexity
The influence of team composition on team performance and dependence on task complexity
This paper describes the results of two field studies investigating the effect of team composition on team performance and its dependence of the type of task the team faces. Following a review of the team literature the hypothesis that heterogeneous teams outperform homogeneous when faced with complex tasks, but heterogeneity is expected to be detrimental for less complex tasks is presented.
The studies have been carried out at Ford Motor Company in the departments for Body Manufacturing Engineering in Cologne and Diesel Engine Product Development in Dunton. This represents a real world setting of the analysis of team composition and performance. Team composition was operationalised using the BELBIN Team Role model (Belbin, 2000). The respective Line Managers rated team performance, and an Expert Panel consisting of a group of Managers assessed task complexity.
The results of both studies show a clear relationship between team composition, complexity of task, and team performance as predicted by the hypothesis. Some of the data reinforce current literature on team research and results provide evidence to support a number of accepted theories of effective teamworking.
Higgs, M.J.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Plewina, A.
07ace7c2-1570-45c6-ad1f-3061f4364c2e
Ploch, G.
24d748ff-67e7-40dc-be97-e0021b778f5b
2003
Higgs, M.J.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Plewina, A.
07ace7c2-1570-45c6-ad1f-3061f4364c2e
Ploch, G.
24d748ff-67e7-40dc-be97-e0021b778f5b
Higgs, M.J., Plewina, A. and Ploch, G.
(2003)
The influence of team composition on team performance and dependence on task complexity
(Henley Working Paper Series, HWP 0314)
Henley, UK.
University of Reading
Record type:
Monograph
(Working Paper)
Abstract
This paper describes the results of two field studies investigating the effect of team composition on team performance and its dependence of the type of task the team faces. Following a review of the team literature the hypothesis that heterogeneous teams outperform homogeneous when faced with complex tasks, but heterogeneity is expected to be detrimental for less complex tasks is presented.
The studies have been carried out at Ford Motor Company in the departments for Body Manufacturing Engineering in Cologne and Diesel Engine Product Development in Dunton. This represents a real world setting of the analysis of team composition and performance. Team composition was operationalised using the BELBIN Team Role model (Belbin, 2000). The respective Line Managers rated team performance, and an Expert Panel consisting of a group of Managers assessed task complexity.
The results of both studies show a clear relationship between team composition, complexity of task, and team performance as predicted by the hypothesis. Some of the data reinforce current literature on team research and results provide evidence to support a number of accepted theories of effective teamworking.
This record has no associated files available for download.
More information
Published date: 2003
Identifiers
Local EPrints ID: 51496
URI: http://eprints.soton.ac.uk/id/eprint/51496
PURE UUID: 723a1d88-0b92-4338-ad55-a75886fab82f
Catalogue record
Date deposited: 21 Aug 2008
Last modified: 22 Oct 2022 01:40
Export record
Contributors
Author:
A. Plewina
Author:
G. Ploch
Download statistics
Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.
View more statistics
