Team flexibility's relationship to staffing and performance in complex projects: An empirical analysis

Authors:
Sara A. McComb;Stephen G. Green;W. Dale Compton
Affiliations:
Isenberg School of Management, University of Massachusetts Amherst, Amherst, MA 01003, United States;Krannert Graduate School of Management, Purdue University, West Lafayette, IN 47907, United States;Industrial Engineering Department, Purdue University, West Lafayette, IN 47907, United States
Venue:
Journal of Engineering and Technology Management
Year:
2007

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Abstract

We examine the role of flexibility in project team effectiveness. Specifically, we hypothesize that (1) it will mediate the relationship between staffing quality and effectiveness and (2) its relationship with team effectiveness will be moderated by project complexity, where more flexibility will be required when projects are complex. Hypotheses are tested using data collected from 60 cross-functional project teams. The results indicated that flexibility mediates the relationship between staffing quality and team performance (goal achievement and cohesion, but not project efficiency). Additionally, we find that two-dimensions of project complexity moderate the flexibility-performance relationship. Specifically, the more alternatives a team must consider, the stronger the negative relationship between flexibility and project efficiency is. The flexibility-cohesion relationship also was moderated, such that the relationship is more positive when the project is more ambiguous and more negative when the project team faces many alternatives. Implications for research and practice are discussed.