Scale Economies in New Software Development
IEEE Transactions on Software Engineering
The persistence and transfer of learning in industrial settings
Management Science
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Software Metrics: A Rigorous and Practical Approach
Software Metrics: A Rigorous and Practical Approach
Software Engineering Economics
Software Engineering Economics
Networks, Diversity, and Productivity: The Social Capital of Corporate R&D Teams
Organization Science
Coordinating Expertise in Software Development Teams
Management Science
Cultural Conflict and Merger Failure: An Experimental Approach
Management Science
Commissioned Paper: On the Interface Between Operations and Human Resources Management
Manufacturing & Service Operations Management
Transactive Memory Systems, Learning, and Learning Transfer
Organization Science
Learning from Experience in Software Development: A Multilevel Analysis
Management Science
Learning and Knowledge Depreciation in Professional Services
Management Science
An Empirical Study of System Improvement by Frontline Employees in Hospital Units
Manufacturing & Service Operations Management
The Influence of Psychological Safety and Confidence in Knowledge on Employee Knowledge Sharing
Manufacturing & Service Operations Management
Manufacturing & Service Operations Management
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In this paper, we consider how the structures of tasks and teams interact to affect team performance. We study the effects of diversity in experience on a team's ability to respond to task changes by separately examining interpersonal team diversity (i.e., differences in experience across the entire team) and intrapersonal team diversity (i.e., whether individuals on the team are more or less specialized). We also examine whether team familiarity---team members' prior experience working with one another---helps teams to better manage challenges created by task changes and greater interpersonal team diversity. Using detailed project-and individual-level data from an Indian software services firm, we find that the interaction of task change with intrapersonal diversity is related to improved project performance, whereas the interaction of task change with interpersonal diversity is related to diminished performance. Additionally, the interaction of team familiarity with interpersonal diversity is related to improved project performance in some cases. Our results highlight a need for more nuanced approaches to leveraging experience in team management.