Team structure and team performance in IS development: a social network perspective |
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| Affiliation: | 1. The Armstrong Institute for Patient Safety and Quality, The Johns Hopkins University School of Medicine, Baltimore, MD USA;2. Department of Anesthesiology and Critical Care Medicine, The Johns Hopkins University School of Medicine, Baltimore, MD USA;3. Department of Health Policy and Management, The Johns Hopkins University Bloomberg School of Public Health, Baltimore, MD USA;1. Institute of International Business, National Cheng Kung University, No.1, University Road, Tainan City 701, Taiwan;2. Department of Business Administration, Ming Chuan University, No. 250 Zhong Shan N. Road., Sec. 5, Taipei City 111, Taiwan;1. Human Systems Engineering, Arizona State University, 150A Santa Catalina, Mesa, AZ 85212, USA;2. Human-Centered Computing, Clemson University, 105 Sikes Hall, Clemson, SC 29634, USA |
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| Abstract: | Teamwork during IS development (ISD) is an important issue. This paper discusses the relationship between team structure and ISD team performance using a social network approach. Based on empirical evidence collected from 25 teams in a system analysis and design course, we found that:- (1)Group cohesion was positively related to overall performance.
- (2)Group conflict indexes were not significantly correlated with overall performance.
- (3)Group characteristics, e.g., cohesion and conflict, fluctuated in different phases, but in later stages, much less cohesion occurred and the advice network seemed to be very important.
- (4)Group structures seemed to be a critical factor for good performance.
Further in-depth studies were conducted on teams exhibiting the highest and lowest performance to determine their differences from a sociogram analysis perspective. |
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