Understanding the Role of Worker Interdependence in Team Selection

Abstract

In this paper, we evaluate the effectiveness of policies for assigning interdependent workers to teams. Using a computational simulation, we contrast distributing workers equitably across teams based on prior individual performance with policies that distribute workers based on how well people work together. First, we test a policy that clusters workers into teams by finding natural breakpoints among them where their mutual support is weak. Then we test two other policies that both protect the strongest interdependent core of high performers but differ in that one policy separates workers who give little support to interdependent partners and the other separates workers who receive little support from their partners. All three policies outperform the equitable-distribution approach in some circumstances. We make recommendations to managers for harnessing interdependence when forming teams, whether the managers are familiar or unfamiliar with how well their people work together.

Using workforce analytics to improve strategy execution

“…There is a very long line of research and practice on team design and dynamics that has largely been overlooked by many people working in the field of workforce analytics (Balkundi & Harrison, ; Cohen & Bailey, ; DeRue, Hollenbeck, Johnson, Ilgen, & Jundt, ; Gibson, ; Gilson, Mathieu, Shalley, & Ruddy, ; Hackman, , ; Hackman & Wageman, ; Joshi & Knight, ; Kirkman, Rosen, Tesluk, & Gibson, ; Maznevski & Chudoba, ; Millhiser, Coen, & Solow, ; Ohland et al, ; Wageman, ). In my opinion, the reasons for that neglect are largely benign, but by no means inconsequential, for two related reasons.…”

A Multilevel Investigation of Individual- and Unit-Level Human Capital Complementarities

“…Resource complementarities refer, in general, to situations in which the performance of one resource increases in the presence of the other (Adegbesan, 2009;Clougherty & Moliterno, 2010;Hess & Rothaermel, 2011;Milgrom & Roberts, 1990). In the case of human capital, resource complementarities are likely to manifest themselves across levels when interdependencies exist between individual and collective action because such interdependencies introduce dual influences on the performance of individuals (Ethiraj & Garg, 2012;Millhiser, Coen, & Solow, 2011;Tzabbar, Aharonson, Amburgey, & Al-Laham, 2008). That is, when the tasks of individuals involve direct workflow or other dependencies with their colleagues-which is often the case (Grant & Hayton, 2011)-a complementary relationship with such functionally oriented unit-level human capital resources could be present.…”

Understanding the relation between repeat developer interactions and bug resolution times in large open source ecosystems: A multisystem study

“…56 It has also been seen that various factors such as wage, motivation and training affected the productivity and effectiveness of teams. 58 Selection of individuals for team membership presents interesting challenges, 59 with results showing that people usually tend to select those who are expected to have a positive effect on the team's functioning. 60 Several studies have acknowledged the importance of diversity in skill and experience in team composition.…”