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This paper aims to test the relationship between team role diversity and team performance, as one of the main assumptions behind the highly cited and used Belbin model and test.

Data were collected among 24 teams of 144 students that participated in different rounds of a management game. All students performed a Belbin role self‐test prior to the management game. Performance of the teams was measured by the grade they received for the year‐end report written, and the financial results they achieved at the end of the management game.

No relationship was found between team role diversity and team performance. Also, it was found that the Belbin role of the team leader was not related to team performance as well. The only significant relationship found was between the individual study results of the team members and the grade they received for the year‐end report.

Results might change if team performance is measured by other indicators, such as the level of in‐team collaboration or collective motivation.

It should not be expected that creating diversity of roles within teams automatically leads to better performance. Continuous improvement, recognizing the phase team development is in, should also be in place to balance team members and support their performance.

This paper contributes to the empirical testing of assumptions and ideas behind Belbin's model and test. Given its limitations, it provides new triggers to conduct more, similar empirical research.

Presents a study based on a secondary study of concrete implementation processes described in the literature and a cross‐analysis of the implementation processes in which the author was involved personally. Develops a pragmatic theory about the effective handling of implementation. Proposes a phased process to bring the whole of complex innovations to effective implementation.

The application landscapes of major companies all have their own complex structure. Data have to be exchanged between or distributed to the various applications. Systemizing different data integration patterns on a conceptual level can help to avoid uncontrolled redundancy and support the design process of data integration solutions. Each pattern provides a solution for certain data integration requirements and makes the design process more effective by reusing approved solutions. Proposes identifying these patterns.

After a broad literature review data were obtained from interviews and documentary sources. Ten semi‐structured interviews were conducted within four different companies operating in the financial service industry. EAI‐ and IT‐architects as well as project managers and CTOs were involved in these interviews.

Five different data integration patterns were identified. Solutions for upcoming data integration requirements can be designed using these patterns. Advantages and disadvantages as well as typical usage scenarios are discussed for each identified data integration pattern.

In order to identify data dependencies, to detect redundancies and to conduct further investigations, a consistent methodology for the description of application landscapes has to be developed. The presented design patterns are one part of this methodology only. The approach in this paper only considers data integration while in reality there are also other integration requirements like functional or process‐oriented integration.

The identified design patterns help practitioners (e.g. IT‐architects) to design solutions for data integration requirements. They can map the conceptual patterns to company specific technologies or products to realize the solution physically.

The design patterns are indifferent from any technology or products which ensure a broad application. Business requirements (e.g. requirement for autonomous processing) are considered first when designing a data integration solution.