Why individuals in larger teams perform worse

By Jennifer S. Mueller. 2012

141 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e4a44fe0de136d41869f853fd687098666d0d038

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “Most prior studies that have linked organizational ambidexterity with team composition have examined TMT characteristics, such as heterogeneity (Mannix and Neale, 2005; Mueller, 2012) and group size (Haleblian and Finkelstein, 1993; Jackson et al., 1991), on their own and not interactively.”
When Interteam Conflict Spirals into Intrateam Power Struggles: The Pivotal Role of Team Power Structures (2017, background): “Team size has also been argued to relate to hierarchy, as larger teams tend to have higher coordination demands (Mueller, 2012; Staats, Milkman, & Fox, 2012).”
Are male leaders penalized for seeking help? The influence of gender and asking behaviors on competence perceptions (2015, background): “Previous research has proposed that using a single-item measure can be appropriate when multiple raters evaluate a single target, as this allows for the calculation of inter-rater reliability (Amabile & Mueller, 2008; Hennessey, Amabile, & Mueller, 2010; Mueller, 2012).”
When Does (Mis)Fit in Customer Orientation Matter for Frontline Employees’ Job Satisfaction and Performance? (2016, background): “…size on the CO fit–coworker relationship quality link is in line with the process and relational loss literature, which has asserted that larger groups come with greater tension, greater competition, and less cohesion, thereby dampening the benefits of congruence in CO (Mueller 2012; Steiner 1972).”