Title
Does Team Building Work?
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
ISSN
1046-4964
Recommended Citation
"Does Team Building Work?" (2009). Faculty Bibliography 2000s. 1735.
https://stars.library.ucf.edu/facultybib2000/1735