The importance of team processes for different team types

Christopher Honts (Psychology Department, Central Michigan University, Mount Pleasant, Michigan, USA)
Matthew Prewett (Psychology Department, Central Michigan University, Mount Pleasant, Michigan, USA)
John Rahael (Psychology Department, Central Michigan University, Mount Pleasant, Michigan, USA)
Michael Grossenbacher (Psychology Department, Central Michigan University, Mount Pleasant, Michigan, USA)

Team Performance Management

ISSN: 1352-7592

Publication date: 17 August 2012

Abstract

Purpose

The purpose of this paper is to determine the extent to which team processes vary between team types, as well as the relative importance of these processes for different team types.

Design/methodology/approach

A survey study evaluated a sample of 316 members of various work teams that were classified as either intellectual (e.g. executive team) or physical (e.g. production team) teams. Independent samples t‐tests, paired samples t‐tests, and confirmatory factor analysis were used to evaluate hypotheses.

Findings

Confirmatory analysis indicated transition and action oriented process behaviors were distinct from one another. Intellectual teams were found to value transition processes (planning and strategizing) more highly than physical teams. Intellectual teams also valued transition processes (planning and strategizing), more than action processes (monitoring and coordinating).

Research limitations/implications

Research on team processes tends to focus upon a “one size fits all” approach to teamwork, but this approach has yielded inconsistent frameworks. This study provides evidence that these inconsistencies are due to the changing nature of teamwork. This study was limited in that only two broad types of teams and two types of process competencies were assessed.

Practical implications

Differences in the importance of certain processes for specific team types should be taken into account when implementing systems for team selection, performance appraisal, and training.

Originality/value

This paper provides empirical support for previous theoretical suppositions that different team types differ in the level of importance they place on certain processes.

Keywords

Citation

Honts, C., Prewett, M., Rahael, J. and Grossenbacher, M. (2012), "The importance of team processes for different team types", Team Performance Management, Vol. 18 No. 5/6, pp. 312-327. https://doi.org/10.1108/13527591211251104

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited

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