The functional perspective is a normative approach to describing and predicting group performance that focuses on the functions of inputs and/or processes. The aim of theory and research from this perspective is to understand why some groups are successful and others are not. This article investigates theory and, to a lesser extent, research of small groups based on the functional perspective. The authors present the underlying theoretical assumptions and review theories that fit into the functional perspective from several representative areas of research. They conclude by outlining notable strengths and weaknesses associated with viewing groups from this perspective and propose some directions for future theory development.

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A laboratory experiment tested the hypothesis that under certain conditions, convergent expectations based on cultural stereotypes may have coordination and performance benefits in cross-cultural collaborations. One hundred and fourteen participants (58 of White European and 56 of Asian descent) worked on a collaborative learning task in same-sex dyads. The independent variables were the dyad's cultural composition (similar vs. diverse) and whether members could communicate using instant messaging (yes or no). The results showed that (a) when members could not communicate, culturally diverse dyads used cultural stereotypes for task assignments, which resulted in fewer coordination errors and better collective performance when compared to culturally similar dyads; (b) when members could communicate, culturally similar dyads performed as well as culturally diverse dyads; and (c) the influence of cultural stereotypes on task assignments persisted for culturally diverse dyads. There was no support for the hypothesis that culturally diverse dyads would experience more negative socioemotional reactions than culturally similar dyads.

Recent advances in social media technologies offer a variety of tools for virtual teams to share knowledge among their team members and develop transactive memory systems (TMS). Adopting the media affordances lens, the current study investigates how social media affordances affect individual evaluations of TMS development and perceived team effectiveness in virtual teams. Survey data from 339 virtual team members across 92 hackathon events reveal that types of affordances have differing impacts on each of the three dimensions of TMS (perceptions of accuracy, sharedness, and validation). Furthermore, each dimension of perceived TMS mediates the relationship between its related social media affordance types and perceived team effectiveness. These findings suggest that virtual teams may need to adopt different social media technologies depending on which aspect of TMS development is prioritized.

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