The New Science of Management Decision
The New Science of Management Decision
Team recommendation in open innovation networks
Proceedings of the third ACM conference on Recommender systems
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Productivity in the information age is widely perceived to be a major problem facing many organizations. One strategy to enhance organizational productivity has been the use of task teams. Assignment to task teams usually reflects individual technical expertise, individual availability, and/or positional politics rather than a focus on the effectiveness of the team members in the specific organizational situation. This paper investigates characteristics of team members and then examines the effect on team effectiveness of these characteristics and of the requirements of the organizational activity. Two organizational situations were investigated. The first was a true unstructured organizational situation. A field study was used to investigate two project teams in this situation. The second organizational situation was structured and administered in a controlled setting; members of a programming class constituted the participants in the second situation. The Myers-Briggs Type Indicator was used to determine the perceptual characteristics of team members and thus determine the heterogeneity or the homogeneity of the teams. The findings indicate that the situational structure determines the overall effectiveness of the team composition. They also offer evidence that heterogeneity in group composition is best for solving complex problems, whereas homogeneity is best for solving structured, less complex problems. It also suggests that one team might not be appropriate for all stages of a project. As the nature of the tasks involved in the project change, it could be that the optimum team composition would also change. Much further research must be aimed at strategically assembling the most productive team for any number of organizational situations.