SciELO - Scientific Electronic Library Online

 
vol.17 número1No creative person is an island: organisational culture, academic project-based creativity, and the mediating role of intraorganisational social tiesIntra project team disagreement, conflict communications, and team performance in cross-functional new product project teams: a decision-making quality perspective índice de autoresíndice de materiabúsqueda de artículos
Home Pagelista alfabética de revistas  

Servicios Personalizados

Articulo

Indicadores

Links relacionados

  • En proceso de indezaciónCitado por Google
  • En proceso de indezaciónSimilares en Google

Compartir


South African Journal of Economic and Management Sciences

versión On-line ISSN 1015-8812

Resumen

CHAN, Kai-Ying. Multiple project team membership and performance: empirical evidence from engineering project teams. S. Afr. j. econ. manag. sci. [online]. 2014, vol.17, n.1, pp. 76-90. ISSN 1015-8812.

Individuals are increasingly involved in more than one project team. This implies that an employee simultaneously has multiple memberships in these project teams, a phenomenon known as multiple team membership (MTM). Previous, predominantly theoretical studies have acknowledged the impacts that MTM has on performance but very scarce empirical evidence exists. The aim of this study is to provide empirical support for some of these theoretical claims using data collected from 435 team members in 85 engineering project teams in South Africa. Results show that MTM has an inverted-U shaped relationship with individual performance and a positive linear relationship with team performance. When a person is working in multiple project teams simultaneously, he/she may encounter more diverse sources of ideas across all teams and thus enhances his/her innovative performance. However, as the number of MTM increases, the negative effect of task switching and fragmented attention will negatively impact on individual performance. At the project team level, a large number of MTM in a focal team allows the team members to integrate diverse sources of knowledge and resources into the focal team. This study also found that individuals' emotional skills and cognitive skills impact on individual performance. It is recommended to programme and project portfolio managers, who often are involved in scheduling human resources to multiple projects, to acknowledge both the positive and negative impacts of MTM on performance. Moreover, in high MTM situations, project team members with high emotional and cognitive skills should be selected.

Palabras clave : multiple team membership; individual performance; team performance; project teams.

        · texto en Inglés     · Inglés ( pdf )

 

Creative Commons License All the contents of this journal, except where otherwise noted, is licensed under a Creative Commons Attribution License