대학생 프로젝트 팀의 구성, 프로세스, 성과 간의 관계에 대한 형태적 연구
A Configurational Study of Relationships among Composition, Process, and Performance in University Student Project Teams
1
조회
0
다운로드
10
인용
0
참고문헌
키워드
초록
많은 연구자들이 팀 프로세스에 관한 연구를 수행해 왔지만, 대부분의 연구들은 개별 팀 프로세스 차원의 독립적인 효과를 고려하고 있을 뿐, 팀 프로세스 특성에 따라 팀을 구분하는 형태적 접근방법(configurational approach)은 이루어지지 않고 있다. 이러한 문제점을 해결하기 위해 본 논문은 81개 대학생 프로젝트 팀을 대상으로 개별 팀이 과업 수행 과정에서 보여주는 독특한 팀 프로세스 스타일에 의해 프로젝트 팀을 분류하고, 이들 군집에 따른 선행 및 성과 변수의 차이를 규명하고자 하였다. 연구결과는 다음과 같다. 첫째, 프로젝트 팀은 팀 프로세스의 전반적인 수준뿐만 아니라 각각의 프로세스 조합에 있어 차이를 보였다. 둘째, 팀 프로세스 군집 유형은 팀 구성원들의 연령 및 성별 다양성에는 차이를 보이지 않는 반면, 기능 다양성에 있어서는 유의한 차이를 보였다. 셋째, 팀 프로세스 군집 유형은 팀 구성원들의 집단 과업 선호도에서 유의한 차이를 보였다. 마지막으로, 팀 프로세스 군집 유형에 따라 팀 성과 및 팀 만족에 유의한 차이가 있는 것으로 나타났다. 연구결과에 대한 시사점과 한계가 논의되었고, 향후 연구를 위한 방향이 제시되었다.
Abstract
Although many researchers have been conducted research on team process, there is still work that needs to be done. While the majority of team process studies have focused on the independent effect of the specific team process components, configurational approach, which categorize teams by the distinctive styles they seem to exhibit in interact with each other to accomplish the task, have not been explored to explain team effectiveness. To address this gap, this study conducted an empirical study to differentiate the teams by the distinctive team process styles, and to investigate the implications of those forms. A total of 81 university student project teams were surveyed for the data collection. The results of analysis can be summarized as follows. First, project teams differ not only in the general level of team processes to exhibit in interact with each other to accomplish team task but also in how to mix various team processes. Second, project teams that utilized different team process styles differ in terms of functional diversity, but demographical diversity such as age and sex make no meaningful difference in the team process styles. Third, project teams that utilized different team process styles differed in terms of preference of teamwork. Lastly, the team process styles used by project teams, in turn, have an effect on team performance and team satisfaction. Based on these findings, implications of the research findings are discussed, and recommendation for future research and practice are provided.
참고문헌 (48)
- 김종우, "집단의 특성 및 과정과 효과성의 관계", 경영연구, 20, pp.251~289 (2005)
- 남창수, "팀 구성원들의 문화적 이질성과 과업 복잡성이 팀 상호작용 프로세스에 미치는 영향", 대한인간공학회지, 25, pp.7~16 (2006)
- 박동수, "팀 과정특성과 구성원 태도의 관련성에 관한 실증적 연구", 경영연구, 13, pp.1~30 (1998)
- 성상현, "다양성이 프로젝트 팀의 성과에 미치는 영향", 인사조직연구, 15, pp.39~70 (2007)
- 이원준, "이원준?김병재, "신제품 개발팀에서 상호작용과 성과와의 관계: 집단효능감과 참여의 역할을 중심으로," 『한국마케팅저널』, 제7권, 한국마케팅협회, 2005, pp.43-65.", ~ (2005)
- Allison, P. D, "Measures of inequality", American Sociological Review, 43, pp.865~880 (1978)
- Ancona, D. G, "Demography and design: predictors of new product team performance", Organization Science, 3, pp.321~341 (1992)
- Anderson, J. C, "Structural equation modeling in practice: A review and recommended two-step approach", Psychological Bulletin, 103(3), pp.411~423 (1988)
- Bantel, K. A, "Top management and innovations in banking:Does the composition of the top team make a difference?", Strategy Management Journal, 10, pp.107~125 (1989)
- Baldwin, T. T, "The social fabric of a team-based M.B.A. program: Network effects on student satisfaction and performance", Academy of Management Journal, 40, pp.1369~1397 (1997)
- Barry B, "Composition, Process, and Performance in Self-managed Groups: The Role of Personality", Journal of Applied Psychology, 82, pp.62~78 (1997)
- "Blau, P. M., Inequality and heterogeneity, Free Press, 1977."
- Buller, P. T, "Effects of team building and goal setting on productivity: a field experiment", Academic Management Journal, 29, pp.305~328 (1986)
- Bunderson, J. S, "Comparing alternative conceptualization of functional diversity in management teams: Process and performance effects", Academy of Management Journal, 45(5), pp.875~893 (2002)
- Campion, M. A, "Relationships between work group characteristics and effectiveness: implications for designing effective work groups", Personnel Psychology, 46(4), pp.823~850 (1993)
- Campion, M. A, "Relationships between work group characteristics and effectiveness: a replication and extension", Personnel Psychology, 49(2), pp.429~452 (1996)
- Cohen, S. G, "What makes teams work: group effectiveness research from the shop floor to the executive suite", Journal of Management, 23, pp.239~290 (1997)
- Cummings, J. N, "Work groups, structural diversity, and knowledge sharing in a global organization", Management Science, 50(3), pp.352~364 (2004)
- Dougherty D, "Understanding new markets for new products", Strategic Management Journal, 11, pp.59~78 (1990)
- Eisenhardt, K. M, "Accelerating adaptive3 processes: product development projects", Journal of Engineering and Technology Management, 10, pp.84~110 (1995)
- Gemuenden, H. G, "Success Factors of Project Management: The Critical Few: An Empirical Investigation: An Empirical Investigation", Portland International Conference on Management of Engineering and Technology, pp.375~377 (1997)
- Gersick, C. J. C, "Time and transition in work teams: toward a new model of group development", Academy of Management Journal, 31, pp.9~41 (1988)
- Gladstein, D. L, "Groups in context: a model of task group effectiveness", Administrative Science Quarterly, 29, pp.499~517 (1984)
- "Goodman, P. S., Ravlin, E. and Schminke, M., Understanding groups in organizations, in L.L. Cummings and B. M. Staw (eds.), Research in Organizational Behavior, JAI Press, Greenwich, CT. 1987." (1987)
- Griffin, A, "Pattern of communication among marketing engineering, and manufacturing: A comparison between two new product teams", Management Science, 38(3), pp.360~373 (1992)
- Guinan, P. J, "Enabling software development team performance during requirements definition: a behavioral versus technical approach", Information Systems Research, 9(2), pp.101~125 (1998)
- Hackman, J. R, "Hackman, J. R., The design of work teams, in J. W. Lorsch, eds., Handbook of Organizational Behavior. Prentice-Hall, Englewood Cliffs, NJ, pp.67-102, 1987.", ~ (1987)
- Hackman, J. R, "The interaction of task design and group performance strategies in determining group effectiveness", Organizational Behavior and Human Performance, 16, pp.350~365 (1976)
- Harison, D. A, "Beyond relational demography: time and the effects of surface-and deep-level diversity on work group cohension", Academy of Management Journal, 41(1), pp.96~107 (1998)
- Henderson, J. C, "Managing I", S design teams: a control theories perspective, 1992, pp.38(6), 757~777
- Hoegl, M, "Teamwork quality and the success of innovative projects: a theoretical concept and empirical evidence", Organization Science, 12(4), pp.435~449 (2001)
- Hulin C. L, "Job enlargement, individual differences, and worker responses", Psychological Bulletin, 69, pp.41~55 (1968)
- James, L. R, "Estimating within-group interater reliability with and without response bias", Journal of Applied Psychology, 69, pp.85~98 (1984)
- Keller, R. T, "Predictors of the performance of project groups in R&D organizations", Academy of Management Journal, 29(4), pp.715~726 (1986)
- Kim, A, "Kim, A., and Nelson., "Do the Right Thing: Value-Laden Consumer Desicions," Society for Consumer Psychology 1999 Winter Conference Proceedings, (1999), pp.83-86.", ~ (1999)
- Marks, M. A, "A temporally based framework and taxonomy of team processes", Academy of Management Review, 26(3), pp.356~376 (2001)
- McMahan, G. c, "Strategy human resource management: Employee involvement, diversity, and international issues", Human Resource Management Review, 8(3), pp.193~214 (1998)
- Mohammed, S, "Surface- and deep-level diversity in workgroups: Examining the moderating effects of team orientation and team process on relationship conflict", Journal of Organizational Behavior, 25, pp.1015~1039 (2004)
- Mullen, B, "Intergroup bias as a function of salience, relevance, and status: An integration", European Journal of Social Psychology, 22, pp.103~122 (1992)
- Pierce, J, "Pierce, J., and Newstrom, J., Leaders and Leadership Process: Readings, Self-Assessments & Applications, McGraw-Hill, New York, NY, 1995.", ~ (1995)
- Pinto, M. B, "Antecedents and consequences of project team cross-functional cooperation", Management Science, 39(1), pp.1281~1297 (1993)
- Schippers, M. C, "Diversity and team outcomes: the moderating effects of outcome interdependence and group logevity and the mediating effect of reflexibility", Journal of Organizational Behavior, 24, pp.779~802 (2003)
- Shapcott, K. M, "Member siversity and cohension and performance in walking groups", Small Group Research, 37, pp.701~720 (2006)
- Thamhain, H. J, "Building high performing engineering project teams", IEEE Transaction on Engineering Management, 34(3), pp.130~137 (1987)
- Van der vegt, G, "Team members' affective responses to patterns of intragroup interdependence and job complexity", Journal of Management, 26(4), pp.633~655 (2000)
- Watson, W, "Team process, team conflict, team outcomes, and gender: An examination of U.S. and Mexican learning teams", International Journal of intercultural Relations (2008)
- Werner, J. M, "Applying a Team Effectiveness Framework to the Performance of Student Case Teams", Human Resource Development Quarterly, 12(4), pp.385~402 (2001)
- "Yeatts, D. E., and Hyten, C., High-Performing Self-Managed Work Teams: A Comparison of Theory, Sage, Thousand Oak, CA, 1998." (1998)