Team Composition

The topic of team composition has benefited from extensive study. Scholars and researchers have attempted to answer whether performance is likely to be stronger when a team is composed of members who are diverse (heterogeneous) or when its members are similar (homogeneous). Three examples of research related to this question are referenced below. The first, by Mello and Ruckes (2006), looks at the likelihood of increased information sources in heterogeneous teams, recognizing that better decisions may be the result. The challenge for such teams and their leaders is that there may be greater differences in opinion. In other words, achieving consensus can be difficult. As a result, tthose members who disagree with a decision may reduce their effort and commitment. This is one reason some leaders may prefer a more homogeneous team.

The second article, by Steffens, Terjensen, and Davidsson (2012), focuses on new venture team composition and venture persistence and performance over time. This study found that while higher levels of team homogeneity had a positive impact on short term outcomes, the positive effect was reduced over time.

The Turel and Yi (2010) study looked at the traits of team members. Their interest was in investigating the potential impact of team heterogeneity in levels of extroversion and conscientiousness on team performance. Perhaps not surprisingly, this work supports the assumption that if there are great differences in conscientiousness among team members, there is likely to be a negative impact on team performance. The authors explore whether increasing the heterogeneity in the extroversion trait helps to mitigate this effect. The authors' research supports the need for managers to pay close attention to member traits and fit for the team and the tasks with which that team is charged.

References

Mello, A., & Ruckes, M. (2006). Team composition. The Journal of Business, 79(3), 1019–1039. 1019. doi:10.1086/500668. Retrieved from http://ezproxy.umgc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=21080239&site=eds-live&scope=site

Steffens, P., Terjensen, S., Davidsson, P. (2012, October). Birds of a feather get lost together: New venture team composition and performance. Small Business Economics, 39(3), 727–743. doi: 10.1007/s11187-011-9358-z. Retrieved from http://www.jstor.org.ezproxy.umgc.edu/stable/41682936?&seq=1#page_scan_tab_contents

Turel, O., & Yi, Z. (2010). Does virtual team composition matter? Trait and problem-solving configuration effects on team performance. Behaviour & Information Technology, 29(4), 363–375. doi:10.1080/01449291003752922. Retrieved from http://ezproxy.umgc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=51376897&site=eds-live&scope=site