Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance

C Troster; A Mehra; Daan van Knippenberg

doi:10.1016/j.obhdp.2014.04.003

Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance

C Troster
, A Mehra
, Daan van Knippenberg

Department of People and Organisations

Research output: Contribution to journal › Article › Academic › peer-review

94 Citations (Scopus)

126 Downloads (Pure)

Abstract

Highlights: [•] We investigated the interactive effects of network structure and cultural composition on team potency and performance. [•] Moderately centralized workflow networks facilitated team performance. [•] Workflow network density was positively related to team potency. [•] The positive effects of network density on team potency were more pronounced in culturally diverse teams. [•] Culturally diverse teams required greater network centralization for optimal team performance.

Original language	English
Pages (from-to)	245-255
Number of pages	11
Journal	Organizational Behavior and Human Decision Processes
Volume	124
Issue number	2
DOIs	https://doi.org/10.1016/j.obhdp.2014.04.003
Publication status	Published - 2014

Research programs

RSM ORG

Access to Document

10.1016/j.obhdp.2014.04.003

Repub_76439_O-A.pdfFinal published version, 589 KB

http://hdl.handle.net/1765/76439

Cite this

@article{441a1b3df8be404aa00a467d7c904113,

title = "Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance",

abstract = "Highlights: [•] We investigated the interactive effects of network structure and cultural composition on team potency and performance. [•] Moderately centralized workflow networks facilitated team performance. [•] Workflow network density was positively related to team potency. [•] The positive effects of network density on team potency were more pronounced in culturally diverse teams. [•] Culturally diverse teams required greater network centralization for optimal team performance.",

author = "C Troster and A Mehra and \{van Knippenberg\}, Daan",

year = "2014",

doi = "10.1016/j.obhdp.2014.04.003",

language = "English",

volume = "124",

pages = "245--255",

journal = "Organizational Behavior and Human Decision Processes",

issn = "0749-5978",

publisher = "Academic Press",

number = "2",

}

TY - JOUR

T1 - Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance

AU - Troster, C

AU - Mehra, A

AU - van Knippenberg, Daan

PY - 2014

Y1 - 2014

N2 - Highlights: [•] We investigated the interactive effects of network structure and cultural composition on team potency and performance. [•] Moderately centralized workflow networks facilitated team performance. [•] Workflow network density was positively related to team potency. [•] The positive effects of network density on team potency were more pronounced in culturally diverse teams. [•] Culturally diverse teams required greater network centralization for optimal team performance.

AB - Highlights: [•] We investigated the interactive effects of network structure and cultural composition on team potency and performance. [•] Moderately centralized workflow networks facilitated team performance. [•] Workflow network density was positively related to team potency. [•] The positive effects of network density on team potency were more pronounced in culturally diverse teams. [•] Culturally diverse teams required greater network centralization for optimal team performance.

U2 - 10.1016/j.obhdp.2014.04.003

DO - 10.1016/j.obhdp.2014.04.003

M3 - Article

SN - 0749-5978

VL - 124

SP - 245

EP - 255

JO - Organizational Behavior and Human Decision Processes

JF - Organizational Behavior and Human Decision Processes

IS - 2

ER -

Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance

Abstract

Research programs

Access to Document

Fingerprint

Cite this