An analysis of design process and performance in distributed data science teams

Abstract

Purpose

Often, it is assumed that teams are better at solving problems than individuals working independently. However, recent work in engineering, design and psychology contradicts this assumption. This study aims to examine the behavior of teams engaged in data science competitions. Crowdsourced competitions have seen increased use for software development and data science, and platforms often encourage teamwork between participants.

Design/methodology/approach

We specifically examine the teams participating in data science competitions hosted by Kaggle. We analyze the data provided by Kaggle to compare the effect of team size and interaction frequency on team performance. We also contextualize these results through a semantic analysis.

Findings

This work demonstrates that groups of individuals working independently may outperform interacting teams on average, but that small, interacting teams are more likely to win competitions. The semantic analysis revealed differences in forum participation, verb usage and pronoun usage when comparing top- and bottom-performing teams.

Research limitations/implications

These results reveal a perplexing tension that must be explored further: true teams may experience better performance with higher cohesion, but nominal teams may perform even better on average with essentially no cohesion. Limitations of this research include not factoring in team member experience level and reliance on extant data.

Originality/value

These results are potentially of use to designers of crowdsourced data science competitions as well as managers and contributors to distributed software development projects.

Citation

Maier, T., DeFranco, J. and Mccomb, C. (2019), "An analysis of design process and performance in distributed data science teams", Team Performance Management, Vol. 25 No. 7/8, pp. 419-439. https://doi.org/10.1108/TPM-03-2019-0024