Does Team Building Work?

被引：178

作者：

Klein, Cameron

DiazGranados, Deborah ^{[2
]}

Salas, Eduardo ^{[1
]}

Le, Huy ^{[3
]}

Burke, C. Shawn

Lyons, Rebecca ^{[2
]}

Goodwin, Gerald F.

机构：

[1] Univ Cent Florida, Inst Simulat & Training, Human Syst Integrat Res Dept, Orlando, FL 32826 USA

[2] Univ Cent Florida, Ind Org Psychol Program, Orlando, FL 32826 USA

[3] Univ Cent Florida, Dept Psychol, Orlando, FL 32826 USA

来源：

SMALL GROUP RESEARCH | 2009年 / 40卷 / 02期

关键词：

team building; team performance; team development; ORGANIZATION-DEVELOPMENT; CORRELATION-COEFFICIENTS; GROUP COHESIVENESS; FIELD EXPERIMENT; TOP MANAGEMENT; PERFORMANCE; METAANALYSIS; INTEGRATION; PARTICIPATION; SALIENCE;

D O I：

10.1177/1046496408328821

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This research reports the results of a comprehensive investigation into the effectiveness of team building. The article serves to update and extend Salas, Rozell, Mullen, and Driskell's (1999) team-building meta-analysis by assessing a larger database and examining a broader set of outcomes. Our study considers the impact of four specific team-building components (goal setting, interpersonal relations, problem solving, and role clarification) on cognitive, affective, process, and performance outcomes. Results (based on 60 correlations) suggest that team building has a positive moderate effect across all team outcomes. In terms of specific outcomes, team building was most strongly related to affective and process outcomes. Results are also presented on the differential effectiveness of team building based upon the team size.

引用

页码：181 / 222

页数：42

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