000			01725pab a2200169 454500
008			180718b2004 xxu||||| |||| 00| 0 eng d
100			_aEricksen, Jeff
245			_aRight from the start: exploring the effects of early team events on subsequent project team development and performance
260			_c2004
300			_ap.438-71.
362			_aSep
520			_aThis 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.
650			_aProject management
700			_aDyer, Lee
773			_aAdministrative Science Quarterly
909			_a64409
999			_c64409 _d64409