Team Composition*

Mello, António S.; Ruckes, Martin

doi:10.1086/500668

Cited by 56 publications

(53 citation statements)

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“…Hamilton et al (2003) find that heterogeneous teams are more productive, with average ability held constant. This evidence complements theoretical work (Prat 2002, Mello and Ruckes 2006). As heterogeneous team members have different backgrounds and experiences, the team can exploit new opportunities.…”

Section: Theoretical Backgroundsupporting

confidence: 88%

Intra‐firm Wage Dispersion and Firm Performance – Is There a Uniform Relationship?

Jirjahn

Kraft²

2007

Kyklos

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SUMMARY Empirical studies examining the impact of intra‐firm wage dispersion on firm performance report extremely mixed results. Yet, almost all of the studies implicitly assume that there is a uniform relationship between wage dispersion and firm performance across all types of firms. In contrast, we argue that the effects of wage dispersion depend on the industrial relations regime and the type of incentive scheme employed. Using data on a sample of manufacturing establishments in Germany, our findings confirm that wage dispersion interacts with internal promotions, individual and group piece rates, works council presence and collective bargaining coverage. This strongly supports the notion that moderating factors play an important role in the relationship between intra‐firm wage dispersion and productivity.

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Section: Theoretical Backgroundsupporting

confidence: 88%

Intra‐firm Wage Dispersion and Firm Performance – Is There a Uniform Relationship?

Jirjahn

Kraft²

2007

Kyklos

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“…This evidence complements several theoretical analyses. As heterogeneous team members have different backgrounds, experiences and heuristics, the team can exploit new opportunities (Lazear, 1999; Prat, 2002; Hong et al , 2004; Mello and Ruckes, 2006). Diversity in skills and abilities allows the team to draw on different sources of information and enables creative problem solving.…”

Section: Background Discussionmentioning

confidence: 99%

Teamwork and Intra-Firm Wage Dispersion Among Blue-Collar Workers

Jirjahn

Kraft

2010

Scottish Journal of Political Economy

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post World Net. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. Terms of use: Documents in D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author. Using data on a sample of manufacturing establishments in Germany, we find that the use of self-managed teams is associated with increased intra-firm wage inequality between skilled and unskilled blue-collar workers. We also show that moderating factors play an important role. While teamwork interacts positively with employer-provided further training and a production technology of the most recent vintage, it interacts negatively with the age of the establishment and the coverage by a collective bargaining agreement.JEL Classification: J30, J31, M52

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“…Some studies claim that homogenous teams are more productive (O'Reilly and Flatt, 1989;Ancona and Caldwell, 1992); while others find that heterogeneous groups, especially when there is much uncertainty and the stakes are high, do better (Mello and Ruckes, 2006;Gruenfeld et al, 1996;Hamilton et al, 2003). 7 What is becoming clear from this is that the specific impact of diversity on performance may vary across contexts (Watson et al, 1993).…”

Section: Diversity and Team Performancementioning

confidence: 99%

Heterogeneity and team performance: Evaluating the effect of cultural diversity in the world’s top soccer league

Ingersoll¹,

Malesky

Saiegh

2017

JSA

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Abstract. This paper uses data from the UEFA Champions League (2003League ( -2012 to study the impact of diversity on team performance. Results indicate that more heterogeneous teams outperform less diverse sides; a one-standard deviation increase in cultural diversity (measured by linguistic distance) can double a team's goal differential over the course of the tournament. One threat to our conclusions is that certain teams have greater resources to search the world for talent. We address this issue by controlling for players' transfer values, quality ratings, and exploiting exogenous variation in diversity generated by differences in the non-European player quotas of national soccer leagues.

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Team Composition*

Cited by 56 publications

References 0 publications

Intra‐firm Wage Dispersion and Firm Performance – Is There a Uniform Relationship?

Intra‐firm Wage Dispersion and Firm Performance – Is There a Uniform Relationship?

Teamwork and Intra-Firm Wage Dispersion Among Blue-Collar Workers

Heterogeneity and team performance: Evaluating the effect of cultural diversity in the world’s top soccer league

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