Identifying the relative impact of process- and outcome-related team performance antecedents: a meta-analysis

Abstract

Purpose The purpose of this paper is to identify, through an exploratory meta-analysis, which process- and outcome-related antecedents have the strongest relationship to overall team performance. The secondary objective is to create an understanding of the extent to which relative research interest in each construct to date has aligned with its reported effects. Design/methodology/approach This study uses a random-effects meta-analysis on studies that have measured the relationship between at least one process or outcome factor and overall team performance. The number of studies, effect size and between-study variances are captured and analyzed for each process/outcome factor. Prior literature has explored relationships between various process/outcome factors and overall team performance. This study expands on previous literature by examining a comprehensive set of process/outcome factors and their relative impact on overall team performance. Findings A meta-analysis of 190 effect sizes extracted from 52 empirical studies over the past two decades (1999–2020) showed the specific process and outcome factors that most strongly contributed to overall team performance were efficiency, schedule and innovation. In addition, only a weak correlation was found between process and outcome factors’ relationships with overall team performance and how often they are studied in the research community. Originality/value This study contributes to the body of knowledge on team performance by examining prior research to identify the relevant impact of various process and outcome factors on overall team performance. In addition, this study also assesses the extent to which research interest in these factors has appeared to match their relative impact. Analyzing the relative impact of various process and outcome factors allows researchers and practitioners to better identify methods to create improvement in overall team performance. Based on the findings, prioritizing efficiency, schedule and innovation may promote overall team performance.

Personality and humor in groups: implications for collective emotional intelligence, psychological safety and satisfaction

“…Group communication is the key process that shapes the emergence of collective states like team cognition, psychological safety, collective emotional intelligence and ultimately drives group effectiveness (Curșeu et al , 2015; Curșeu and Pluut, 2018; Rapp et al , 2021; Waller et al , 2016; Kaur and Ren, 2023; Hindiyeh and Cross, 2022). Literature to date has extensively explored the role of team personality and leadership influences on interpersonal behavioral patterns enacted in group communication (Acuña et al , 2009; Barrick et al , 1998; Bell et al , 2018; Boies et al , 2015; Macht et al , 2014), yet we know relatively little about how they influence humoristic communication in groups (Plessen et al , 2020; Tremblay, 2021; Gheorghe et al , 2023; Gheorghe and Curșeu, 2023, 2024; Mesmer‐Magnus et al , 2012).…”