Teamworking and Organizational Performance: A Review of Survey-Based Research

22 Pages Posted: 6 May 2008

See all articles by Anne Delarue

Anne Delarue

affiliation not provided to SSRN

Geert Van Hootegem

KU Leuven - Department of Sociology

Stephen Procter

University of St. Andrews - Management School

Mark Burridge

affiliation not provided to SSRN

Abstract

This paper presents a review of recent survey-based research looking at the contribution of teamwork to organizational performance. In particular, it focuses on empirical studies in which both teamwork and performance are directly measured in a quantitative way. The paper begins by identifying four interrelated dimensions of teamwork effectiveness: attitudinal, behavioural, operational and financial. The first two represent transmission mechanisms by which organizational performance can be improved. The latter two provide direct measures of organizational outcomes. The review shows that teamworking has a positive impact on all four dimensions of performance. It also reveals that, when teamwork is combined with structural change, performance can be further enhanced. The paper concludes by highlighting some important research gaps that future studies could address.

Suggested Citation

Delarue, Anne and Hootegem, Geert Van and Procter, Stephen and Burridge, Mark, Teamworking and Organizational Performance: A Review of Survey-Based Research. International Journal of Management Reviews, Vol. 10, Issue 2, pp. 127-148, June 2008, Available at SSRN: https://ssrn.com/abstract=1128358 or http://dx.doi.org/10.1111/j.1468-2370.2007.00227.x

Anne Delarue (Contact Author)

affiliation not provided to SSRN

Geert Van Hootegem

KU Leuven - Department of Sociology ( email )

Belgium

Stephen Procter

University of St. Andrews - Management School

North St
Saint Andrews, Fife KY16 9AJ
United Kingdom

Mark Burridge

affiliation not provided to SSRN

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