Linking Team Condition and Team Performance
PA
PERS
for teamwork effectiveness and states
that “an effective team would have
clear, cooperative goals to which every
member is committed; accurate and
effective communication of ideas and
feelings; distributed participation and
leadership; appropriate and effective
decision-making procedures; produc-
tive controversies; a high level of trust;
constructive management power and
conflict; and adequate problem-solving
procedures.”
In addition, attributes such as initia-
tive, trust, openness, helpfulness, flex-
ibility, and supportiveness have been
stated to be effective characteristics in
teamwork environments (Kinlaw, 1991;
Stevens & Campion, 1994; Lundin &
Soderholm 1995). Other research on
teamwork effectiveness found that dif-
ferent teams are more productive when
the team members accept and get along
with different personalities (Culp &
Smith, 2001), possess a high level of
self-awareness (Moriarty & Buckley,
2003), and attain productive teamwork
direction and cohesiveness (Williams
& Duray, 2006). In temporary organiza-
tions, such as those in the construction
industry, however, teams are mainly set
up around the task or around some fea-
tures of it and also restricted by a finite
length of time. Accordingly, legitimiz-
ing the team membership for a specific
duration and forming a commitment
based upon the project or task objec-
tives are two approaches whereby an
effective team is formed (Lundin &
Soderholm, 1995). In addition, Lundin
and Soderholm discussed that a team
in temporary organizations has two
angles: first, the relationships among
individuals and the team and, second,
the relationship between the team and
its environment. In this particular study,
we placed our focus more on the former
angle, because the study primarily aims
to assess those variables that may come
up with better relationships between
individuals and the team for competent
performance.
Since the team condition for effective teamwork has been observed to be
a multi-dimensional construct in different studies (Anantaraman, 1984; Lundin
& Soderholm, 1995; Molyneux, 2001;
Stott & Walker, 1995; Thamhain, 1990;
Williams & Duray, 2006; Parboteeah
et al., 2015), Table 1 summarizes some
of the criteria used to evaluate effective
team conditions, within which the existence or absence of them contributes to
making a great team, and have routinely
Attributes Explanation Study
Contribution Project achievements are generally dependent on the collaboration
of team members. The dynamic contribution of team members is
vital to achieving project and organizational goals and objectives.
Anantaraman (1984); Burns (2002); Stott and
Walker (1995); Thamhain (1990)
Communication Procedures to accomplish tasks in a teamwork environment
necessitate a great deal of interaction and communication among
the individuals involved. Team members should be masters in
communication skills to strengthen current and continuing project
demands. Communication is considered to be an essential tool in
attaining strong teamwork in assorted disciplines.
Anantaraman (1984); Molyneux (2001);
Thamhain (1990); Lundin and Soderholm
(1995)
Responsibility and Accountability Responsibility and accountability create commitments among
the team members, which include responsibility for task
achievement, team morale, and a range of other factors
connected with the team’s operation.
Smith (2010); Stott and Walker (1995)
Experimentation and Creativity The experimentation and creativity levels of the individuals can
increase team innovation and equip the team to attain cooperative
achievements.
Hoegl and Parboteeah (2007); Kazemak
(1991); Stott and Walker (1995)
Conflict and Competition Conflict is an inherent aspect of teamwork as well as part of the
organizational and individual lifestyles. The reason for the frequency
of conflict in the team environment may be attributed generally to
the heterogeneity of individuals. The team may confront more conflict
because different tasks and positions are launched, but the evidence
frequently supports that heterogeneous teams carry out their
assignments more efficiently compared with homogeneous teams.
Anantaraman (1984), Culp and Smith (2001);
Melo et al., (2013); Zhang et al. (2011);
Lundin and Soderholm (1995)
Interpersonal Relationships The relationships among team members are an issue addressed
by much of the literature on the teamwork environment. The
ability of individuals to relate well to each other significantly
influences team function and the potential of the team to perform
successfully.
Molyneux (2001); Stott and Walker (1995);
Lundin and Soderholm (1995)
Table 1: Attributes of effective team conditions from the preceding research.
