Research team integration: what it is and why it matters

Authors:
Aruna D. Balakrishnan;Sara Kiesler;Jonathon N. Cummings;Reza Zadeh
Affiliations:
Carnegie Mellon University, Pittsburgh, PA, USA;Carnegie Mellon University, Pittsburgh, PA, USA;Duke University, Durham, NC, USA;Carnegie Mellon University, Pittsburgh, PA, USA
Venue:
Proceedings of the ACM 2011 conference on Computer supported cooperative work
Year:
2011

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Abstract

Science policy across the world emphasizes the desirability of research teams that can integrate diverse perspectives and expertise into new knowledge, methods, and products. However, integration in research work is not well understood. Based on retrospective interviews with 55 researchers from 52 diverse research projects, we categorized teams as co-acting (50%), coordinated (15%), and integrated (35%). Integration, when it existed, usually began when PIs chose collaborators and pursued integration throughout the project. We describe researchers' experiences and research climates that discouraged or encouraged integration. Implications for policy choices and design include changes in team structuring and technology support.