Team Size and Performance: A Meta-Analytic Investigation

2021 ◽  
Vol 2021 (1) ◽  
pp. 12271
Author(s):  
Jeremy Bernerth ◽  
Jeremy M. Beus ◽  
Catherine Anne Helmuth ◽  
Terrance L. Boyd
Keyword(s):  
Team Size ◽  
Analytic Investigation ◽  
And Performance

The Effects of Group Size in Sport

1990 ◽  
Vol 12 (2) ◽  
pp. 177-190 ◽  
Author(s):  
W. Neil Widmeyer ◽  
Lawrence R. Brawley ◽  
Albert V. Carron
Keyword(s):  
Group Size ◽  
Team Size ◽  
Team Members ◽  
Action Unit ◽  
Size Number ◽  
Task Cohesion ◽  
Organization Strategy ◽  
And Performance ◽  
Exercise Fatigue ◽  
Discriminant Function Analyses

Although group size has been one of the most frequently examined small-group variables, it has rarely been studied in sport. In Study 1 the effects of number of team members on cohesion and performance were examined. Teams of 3, 6, and 9 members participated in a 3-on-3 basketball league. Discriminant function analyses indicated that team size was related to pre-and postseason task cohesion and postseason social cohesion. Study 2 determined effects of action-unit size (number from one team on the field of action) on enjoyment and cohesion. Relationships between these outcomes and five more immediate outcomes were also investigated. As predicted, enjoyment and cohesion decreased as size increased. This decrease was also observed for the more immediate outcomes of exercise/fatigue, influence/responsibility, and organization/strategy whereas feelings of crowding increased with size. The best predictor of enjoyment was exercise/fatigue in smaller units and reduced influence/responsibility in large units. Organization/strategy was the best predictor of cohesion for all action-unit sizes.

Ready to perform? A qualitative-analytic investigation into professional football goalkeepers’ match warm-ups

2020 ◽  
Vol 15 (3) ◽  
pp. 324-336 ◽  
Author(s):  
Fabian W Otte ◽  
Sarah-Kate Millar ◽  
Stefanie Klatt
Keyword(s):  
Professional Football ◽  
Structured Interviews ◽  
Specific Context ◽  
Analytic Investigation ◽  
Warm Up ◽  
Performance Training ◽  
Research Questions ◽  
And Performance ◽  
Coaching Approach ◽  
And Training

Match warm-ups in association football represent well-respected practice in order to prepare and optimise performance. While the structure of warm-ups is commonly studied from a physiological perspective, the skill and performance training approaches influencing warm-ups prior to major professional football competition appear to be particularly underexplored. Using the largely under-researched context of the football goalkeeper, the aim of this multi-method research design was to investigate two overarching research questions: (1) how are professional football goalkeeper match warm-ups structured? and (2) why does current coaching practice of expert goalkeeper coaches support this microstructure? Eleven systematic observations investigated the microstructure and training approaches applied to top-level professional football goalkeeper match warm-ups and seven semi-structured interviews with expert goalkeeper coaches further explored current coaching practice in this specific context. Results indicate that professional football goalkeeper warm-up structures include similar microstructures that progress in complexity and contain both simple ‘technical’ and more match-representative ‘applied skills’ exercises. Underlying reasons for goalkeeper coaches adhering to the observed warm-up structures are based on experts’ understanding of applying an athlete-centred coaching approach. Hereof, goalkeeper coaches stated warm-up routines to be individualised towards goalkeeper’s needs and focused on performance stability in order to make goalkeepers feel ‘match-ready’ and confident.

scholarly journals An Experimental Study of Team Size and Performance on a Complex Task

PLoS ONE ◽  
2016 ◽  
Vol 11 (4) ◽  
pp. e0153048 ◽  
Author(s):  
Andrew Mao ◽  
Winter Mason ◽  
Siddharth Suri ◽  
Duncan J. Watts
Keyword(s):  
Experimental Study ◽  
Complex Task ◽  
Team Size ◽  
And Performance

Team Composition, Distributed Leadership, and Performance: It’s Good to Share

2017 ◽  
Vol 24 (4) ◽  
pp. 507-518 ◽  
Author(s):  
Joy H. Karriker ◽  
Laura T. Madden ◽  
Leah A. Katell
Keyword(s):  
Shared Leadership ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Team Size ◽  
Strategic Performance ◽  
Contemporary Work ◽  
Team Characteristics ◽  
And Performance ◽  
Regression Tests ◽  
Practical Implications

The contemporary work environment encourages new models of leadership that support influential behavior across teams. Leadership shared in this way improves team effectiveness and performance and is of interest to both scholars and practitioners. We examine shared leadership influences in the presence of other characteristics that distinguish teams, namely, team size and sex diversity. Using hierarchical multiple regression tests on information gathered from 241 teams during a strategy simulation exercise, we find evidence of a positive relationship between shared leadership and performance over and above the influence of team size and sex diversity. Additionally, we dimensionalize performance to examine impacts of team characteristics on different desirable outcomes and find that team size has a positive relationship with financial performance but a negative relationship with strategic performance. Theoretical and practical implications of these findings are discussed.

scholarly journals An Analysis of Design Process and Performance in Distributed Data Science Teams

2019 ◽  
Author(s):  
Christopher McComb ◽  
Joanna DeFranco ◽  
Torsten Maier
Keyword(s):  
Software Development ◽  
Data Science ◽  
Team Member ◽  
Semantic Analysis ◽  
Distributed Data ◽  
Team Size ◽  
Distributed Software ◽  
Crowdsourced Data ◽  
And Performance ◽  
Analyze Data

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 work examines the behavior of teams engaged in data science competitions. Crowdsourced competitions have seen increased used for software development and data science, and platforms often encourage teamwork between participants.Design/methodology/approach – We specifically examine teams participating in data science competitions hosted by Kaggle. We analyze 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. A limitation of this research includes 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.

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

2019 ◽  
Vol 25 (7/8) ◽  
pp. 419-439
Author(s):  
Torsten Maier ◽  
Joanna DeFranco ◽  
Christopher Mccomb
Keyword(s):  
Software Development ◽  
Data Science ◽  
Team Member ◽  
Semantic Analysis ◽  
Distributed Data ◽  
Team Size ◽  
Distributed Software ◽  
Content Type ◽  
Crowdsourced Data ◽  
And Performance

PurposeOften, 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/approachWe 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.FindingsThis 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/implicationsThese 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/valueThese results are potentially of use to designers of crowdsourced data science competitions as well as managers and contributors to distributed software development projects.

scholarly journals Trust and performance in business teams: a meta-analysis

2020 ◽  
Vol 26 (5/6) ◽  
pp. 287-300 ◽  
Author(s):  
Amy M. Morrissette ◽  
Jennifer L. Kisamore
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Performance Criteria ◽  
Team Size ◽  
Criterion Measure ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
The Relationship ◽  
Team Trust

Purpose The purpose of this study is two-fold. First, the nature of the relationship between team trust and team performance in the business context is determined. Second, both team design (team size and team type) and methodological moderators (source of criterion measure and study date) of the relationship are assessed. Design/methodology/approach A random-effects meta-analysis was performed on published and unpublished empirical studies. Subgroup moderator analyses were conducted using Cochran’s Q. Continuous moderator analyses were conducted using meta-regression. Findings Data from 55 independent studies (3,671 teams) were pooled. Results indicated a large, positive relationship between team trust and team performance in real business teams. Further analyses indicated that the relationship was significantly moderated by business team type, team size and source of criterion measure. Research limitations/implications Results indicate that different team types, sizes and performance criteria should not be treated as equivalent. Results are based on cross-sectional research and can only be generalized to business teams. Practical implications Managers should be attentive to trust issues in work teams, as they may portend future performance problems or mirror other organizational issues that affect team performance. Team function and size predict how team trust is related to team performance. Originality/value The present study answers a call by Costa et al. (2018) for additional investigation of moderators of the trust-performance relationship in teams using a quantitative review of studies.

Exploring the Relationship Between Mode of Operation and Performance of Support Teams in Telecommunication Companies

2014 ◽  
Vol 5 (1) ◽  
pp. 44-63
Author(s):  
Oussama Saafein
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Team Size ◽  
Face To Face ◽  
Linear Relationships ◽  
Mode Of Operation ◽  
Telecommunication Companies ◽  
Support Team ◽  
And Performance ◽  
The Relationship

Whereas previous studies have attempted to investigate the correlation between mode of operation (virtual versus face-to-face) and team performance, these studies have been primarily focused on project management and distance learning. However, few studies, if any, have addressed the performance of virtual teams carrying complex technical support tasks in telecommunication companies. The primary proposition of the study that there is a relationship between team performance (comprised of three factors, namely, goals achievement, customer satisfaction, and team health) and the mode of operation was tested. A secondary proposition that team size has a significant effect on the relationship between the mode of operation and support team performance was tested also. One hundred twenty support professionals working for telecommunication companies based in California's Silicon Valley completed web-based surveys, which offered data on support operations in virtual and face-to-face settings and assessment of teams' performance in each setting. Whereas the findings indicated correlations between the mode of operation and the three factors of support team, further analysis indicated weak linear relationships among the variables. In addition, data analysis failed to support a significant effect of team size on the relationships between mode of operation and the three measures of support team performance.

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