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Teams in Organizations

Prevalence, Characteristics, and Effectiveness

Indiana University-Purdue University at Indianapolis

Laura D. Clayton

Indiana University-Purdue University at Indianapolis

Jennifer L. Philips

Indiana University-Purdue University at Indianapolis

Benjamin B. Dunford

Indiana University-Purdue University at Indianapolis

Sarah B. Melner

Indiana University-Purdue University at Indianapolis

This article offers a typology of team types found in organizations and reports the results of two surveys sent to U.S. organizations asking about the prevalence, duties, composition, and structure of groups and teams in practice. One sample was randomly selected from the entire population of U.S. organizations; the second sample consisted of organizations known or believed to use teams. Nearly half (48%) of the respondents in the random sample indicated that their organization used some type of team, and ongoing project teams were reported most frequently. Teams were more prevalent in organizations with multiple departments, multiple divisions, higher sales, and more employees. Interpersonal conflict was the best predictor of perceived team effectiveness, but several structural and composition characteristics of the team were related to conflict and/or effectiveness as well. Organizations that reported using teams generally did not support them in terms of team-level performance feedback or compensation practices.

Small Group Research, Vol. 30, No. 6, 678-711 (1999)
DOI: 10.1177/104649649903000602


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