Does Team Building Work?

    Authors

    C. Klein; D. DiazGranados; E. Salas; H. Le; C. S. Burke; R. Lyons;G. F. Goodwin

    Abbreviated Journal Title

    Small Group Res.

    Keywords

    team building; team performance; team development; ORGANIZATION-DEVELOPMENT; CORRELATION-COEFFICIENTS; GROUP COHESIVENESS; FIELD EXPERIMENT; TOP MANAGEMENT; PERFORMANCE; METAANALYSIS; INTEGRATION; PARTICIPATION; SALIENCE; Psychology, Applied; Management; Psychology, Social

    Abstract

    This research reports the results of a comprehensive investigation into the effectiveness of team building. The article serves to update and extend Salas, Rozell, Mullen, and Driskell's (1999) team-building meta-analysis by assessing a larger database and examining a broader set of outcomes. Our study considers the impact of four specific team-building components (goal setting, interpersonal relations, problem solving, and role clarification) on cognitive, affective, process, and performance outcomes. Results (based on 60 correlations) suggest that team building has a positive moderate effect across all team outcomes. In terms of specific outcomes, team building was most strongly related to affective and process outcomes. Results are also presented on the differential effectiveness of team building based upon the team size.

    Journal Title

    Small Group Research

    Volume

    40

    Issue/Number

    2

    Publication Date

    1-1-2009

    Document Type

    Article; Proceedings Paper

    Language

    English

    First Page

    181

    Last Page

    222

    WOS Identifier

    WOS:000264021300004

    ISSN

    1046-4964

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