DEMOGRAPHY AND DESIGN - PREDICTORS OF NEW PRODUCT TEAM PERFORMANCE
DEMOGRAPHY AND DESIGN - PREDICTORS OF NEW PRODUCT TEAM PERFORMANCE
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DOI：
10.1287/orsc.3.3.321
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发表时间：
1992-08-01
影响因子：
4.1
通讯作者：
CALDWELL, DF
中科院分区：
文献类型：
--
作者：
ANCONA, DG;CALDWELL, DF
组织中对团队的日益依赖提出了如何组建这些团队的问题。他们应该完全由工程师组成，还是应该包括一系列专家？他们应该由那些在组织中有长期任期的人组成，还是那些有广泛经验的人？随着团队越来越多地被要求完成更复杂的任务，并跨越组织内的职能界限，传统智慧建议团队由更多样化的成员组成。本研究以来自五家高科技公司的45个新产品团队的409名成员为研究对象，探讨了多元化对团队绩效的影响。我们发现，功能和任期的多样性，每个有自己独特的效果。功能多样性越大，团队成员在团队边界之外进行沟通的次数就越多。这种沟通是与各种团体，如营销，制造和高层管理人员。外部沟通越多，管理者对创新的评价越高，任期多样性对内部团队动力的影响大于外部沟通。任期多样性与改进的任务工作有关，如澄清小组目标和设定优先事项。反过来，这种清晰度与团队整体表现的高评级有关。虽然它确实产生了促进绩效的内部流程和外部沟通，但它也直接阻碍了绩效。也就是说，总体而言，多样性对绩效的影响是负面的，即使小组工作的某些方面得到了加强。这可能是这些团队的多样性带来更多的创造力，以解决问题和产品开发，但它阻碍了执行，因为有较少的能力，团队合作比有同质teams.These研究结果表明，简单地改变团队的结构（即结合不同的功能和任期的代表）不会提高性能。团队必须找到一种方法来获得多样性的积极过程效应，并减少负面的直接效应。在团队一级，可能需要更强的谈判和解决冲突的技能。在组织层面上，团队可能需要受到保护，免受外部政治压力的影响，并根据团队而不是职能成果获得奖励。
The increasing reliance on teams in organizations raises the question of how these teams should be formed. Should they be formed completely of engineers or should they include a range of specialists? Should they be made up to people who have long tenure in the organization, or those with a wide range of experience? As teams increasingly get called upon to do more complex tasks and to cross functional boundaries within the organization, conventional wisdom has suggested that teams be composed of more diverse members. This study suggests that the answer may not be so simple.Using 409 individuals from 45 new product teams in five high-technology companies, this study investigates the impact of diversity on team performance. We found that functional and tenure diversity each has its own distinct effects. The greater the functional diversity, the more team members communicated outside the team's boundaries. This communication was with a variety of groups such as marketing, manufacturing, and top management. The more the external communication, the higher the managerial ratings of innovation.Tenure diversity had its impact on internal group dynamics rather than external communications. Tenure diversity is associated with improved task work such as clarifying group goals and setting priorities. In turn, this clarity is associated with high team ratings of overall performance.Yet diversity is not solely positive. While it does produce internal processes and external communications that facilitate performance, it also directly impedes performance. That is, overall the effect of diversity on performance is negative, even though some aspects of group work are enhanced. It may be that for these teams diversity brings more creativity to problem solving and product development, but it impedes implementation because there is less capability for teamwork than there is for homogeneous teams.These research findings suggest that simply changing the structure of teams (i.e. combining representatives of diverse function and tenure) will not improve performance. The team must find a way to garner the positive process effects of diversity and to reduce the negative direct effects. At the team level, greater negotiation and conflict resolution skills may be necessary. At the organization level, the team may need to be protected from external political pressures and rewarded for team, rather than functional, outcomes.