The study of teamwork has been fragmented through the years, and the findings are generally unable to be used practically.
This article argues that it is possible to boil down what researchers know about teamwork into five core components that the authors submit as the "Big Five" in teamwork.
The core components of teamwork include team leadership, mutual performance monitoring, backup behavior, adaptability, and team orientation.
Furthermore, the authors examine how these core components require supporting coordinating mechanisms (e.g., shared mental modes, closed-loop communication, and mutual trust) and vary in their importance during the life of the team and the team task.
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.
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.