Abstract

http://ssrn.com/abstract=1096160
 
 

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Constructing the Team: Inter-Member Compositional Disagreement and its Effects on Team Dynamics and Performance


Mark Mortensen


INSEAD - Organisational Behaviour

September 1, 2010

MIT Sloan Research Paper No. 4688-08

Abstract:     
The organizational team is ubiquitous and membership therein has far-reaching effects on cognition, dynamics, processes, and performance. Typically considered straightforward and unambiguous, in this study I suggest that team members’ models of team membership are socially-constructed and – due to organizations’ reliance on short-term, fluid, and partially overlapping teams – increasingly disagreed upon. In a study of 38 formally-defined software and product development teams, I identify structural and emergent drivers of inter-member “compositional disagreement” and its effects on team dynamics and outcomes. I compare the effects of inter-member and member-manager compositional disagreement and discuss the implications of compositional disagreement for theory, methods and management practice.

Number of Pages in PDF File: 55

Keywords: Teams, membership, composition, perception, disagreement, project-based work

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Date posted: September 10, 2009 ; Last revised: December 5, 2010

Suggested Citation

Mortensen, Mark, Constructing the Team: Inter-Member Compositional Disagreement and its Effects on Team Dynamics and Performance (September 1, 2010). MIT Sloan Research Paper No. 4688-08. Available at SSRN: http://ssrn.com/abstract=1096160 or http://dx.doi.org/10.2139/ssrn.1096160

Contact Information

Mark Mortensen (Contact Author)
INSEAD - Organisational Behaviour ( email )
Boulevard de Constance
77305 Fontainebleau Cedex
France
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References:  103
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