Right from the start: exploring the effects of early team events on subsequent project team development and performance
By: Ericksen, Jeff.
Contributor(s): Dyer, Lee.
Material type:
ArticlePublisher: 2004Description: p.438-71.Subject(s): Project management
In:
Administrative Science QuarterlySummary: This study examines if high- and low-performing project teams differ with respect to how they are mobilized and launched and the effects of their mobilization and launch activities and outputs on subsequent team progress and performance. Comparisons of three high- and three low-performing teams drawn from five major corporations showed that the high performers mobilized relatively quickly, used comprehensive rather than limited mobilization strategies, and conducted participatory rather than programmed launched meetings. This combination of activities produced a constellation of salutary outputs: more time for the teams to do their work, team members with essential task-related competencies and sufficient time to contribute to their projects, and complete rather than partial performance strategies. In turn, the three salutary outputs formed a constellation of key inner resources that propelled the high-performing teams on a virtuous path of reinforcing activities and outputs that, despite difficulties, ultimately led to success, whereas the absence of one or more of these resources led the low-performing teams down a vacuous path of accumulating confusion and inactivity from which they never recovered. - Reproduced.
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | Volume no: 49, Issue no: 3 | Available | AR64861 |
This study examines if high- and low-performing project teams differ with respect to how they are mobilized and launched and the effects of their mobilization and launch activities and outputs on subsequent team progress and performance. Comparisons of three high- and three low-performing teams drawn from five major corporations showed that the high performers mobilized relatively quickly, used comprehensive rather than limited mobilization strategies, and conducted participatory rather than programmed launched meetings. This combination of activities produced a constellation of salutary outputs: more time for the teams to do their work, team members with essential task-related competencies and sufficient time to contribute to their projects, and complete rather than partial performance strategies. In turn, the three salutary outputs formed a constellation of key inner resources that propelled the high-performing teams on a virtuous path of reinforcing activities and outputs that, despite difficulties, ultimately led to success, whereas the absence of one or more of these resources led the low-performing teams down a vacuous path of accumulating confusion and inactivity from which they never recovered. - Reproduced.
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