A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance

By G. Stewart. 2006

853 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/336bdd400801e445a963f6ad393bb150392331ba

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups (2010, background): “Jehn (1995) and Stewart (2006) found that in non-routine tasks diversity’s effect is less negative than in routine tasks.”
Personality And Leadership Composition in Top Management Teams: Implications For Organizational Effectiveness (2014, background): “Prior research has shown personality composition influences the effectiveness of other work groups within organizations (Bell, 2007; Mount, Barrick, & Stewart, 1998; Stewart, 2006).”
Embracing Complexity: Reviewing the Past Decade of Team Effectiveness Research (2019, neutral): “Although significant and positive relationships between personality factors and performance and other behavioral outcomes were confirmed by other scholars (e.g., Courtright et al. 2017, Gonzalez-Mulé et al. 2014, Hu & Judge 2017), contradicting results are still evident in differing circumstances…”
Abusive supervision climate: : A multiple-mediation model of its impact on group outcomes (2014, methodology): “Following previous research, we also controlled for average group size and group experience (average tenure of department members) when predicting group-level outcomes (cooperation, OCB, and performance) (Mayer et al., 2009; Stewart, 2006).”
How CEO empowering leadership shapes top management team processes: Implications for firm performance (2011, background): “…(Cotton et al., 1988; Locke & Schweiger, 1979), there is consistent evidence that employees who participate in making decisions perform better (Field & House, 1990; Lam, Chen, & Schaubroeck, 2002), as do groups and teams that are led by more empowering leaders (Stewart, 2006;Wagner, 1994).”
Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level (2015, background): “Although on average empowering leadership has positive effects on satisfaction and performance, the strength of these relationships seems to strongly depend on the context (e.g., Stewart, 2006).”
Believing shapes seeing: The impact of diversity beliefs on the construal of group composition (2010, background): “Diversity should be more beneficial in highly complex, interdependent, and cognitive tasks than in routine, less interdependent, and less specialized tasks (Bowers, Pharmer, & Salas, 2000; Stewart, 2006; Van der Vegt & Van de Vliert, 2005).”
The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups (2007, background): “Interdependence among members is an important characteristic of teams (Campion et al., 1993; Kozlowski & Bell, 2003; Stewart, 2006) because it determines the degree to which members need to rely on one another to complete projects and fulfill member needs.”
Task and person-focused leadership behaviors and team performance: A meta-analysis (2016, neutral): “For person-focused leadership behaviors, the results especially highlighted the robustness of the relationship between transformational leadership and subjective team performance, also documented in previous research (Burke et al., 2006; Stewart, 2006; Tyssen et al., 2014).”
Let's Dance! Elastic Coordination in Creative Group Work: A Qualitative Study of Modern Dancers (2014, background): “Broader reviews have generated similar conclusions (Cohen & Bailey, 1997; Stewart, 2006).”
Enhancing the Effectiveness of Team Science (2015, background): “Although size is an increasingly important variable in the study of teams and groups, traditional research has rarely considered size to be a prime focus of analysis (Hackman and Vidmar, 1970; Stewart, 2006).”
Understanding and improving teamwork in organizations: a scientifically based practical guide (2015, methodology): “Stewart, 2006 Meta-analysis Reviewed the relationships between team design features and team performance, fi nding differential effects for team composition variables, team type, and team task types.”