covid
Buscar en
Estudios Gerenciales
Toda la web
Inicio Estudios Gerenciales El concepto de equipo en la investigación sobre efectividad en equipos de traba...
Información de la revista
Vol. 28. Núm. 123.
Páginas 121-132 (abril - junio 2012)
Compartir
Compartir
Descargar PDF
Más opciones de artículo
Vol. 28. Núm. 123.
Páginas 121-132 (abril - junio 2012)
Open Access
El concepto de equipo en la investigación sobre efectividad en equipos de trabajo
The concept of team in work team effectiveness research
O conceito de equipe na investigação sobre a eficiência das equipes de trabalho
Visitas
4391
Jaime Andrés Bayona Bohórquez
Profesor, Pontificia Universidad Javeriana, Colombia
Oswaldo Heredia Cruz
Profesor, Universidad Externado de Colombia, Colombia
Este artículo ha recibido

Under a Creative Commons license
Información del artículo
Resumen

El objetivo del trabajo es evaluar cómo ha sido empleado el concepto de equipo de trabajo en las investigaciones realizadas en contextos organizacionales entre el 2000 y el 2010. Se realizó una revisión de la literatura especializada en la que se encontró que las unidades de análisis de las investigaciones (equipos) no son construidas adecuadamente ya que no se siguen límites claros en el número de integrantes, cantidad de tiempo de interacción de estos, y características propias de las organizaciones estudiadas; además, se encontró que la efectividad de los equipos se concentra especialmente en la productividad, más no en variables de tipo grupal o individual. A partir de estos resultados se proponen dos áreas de intervención e investigación futura.

Palabras clave:
Grupos de trabajo
equipos de trabajo
efectividad
Abstract

The objective of the present study is to evaluate the way in which the work team concept has been used in research in organizational settings between 2000 and 2010. A literature review was done in which the main findings were: 1) The research units of analysis (teams) are not constructed properly, with no clear boundaries in terms of number of members, amount of time spent in interaction among the members, and specific characteristics of the organizations studied, 2) Team effectiveness focuses primarily on productivity outcomes, but not on group or individual variables. Based on these results, two areas of intervention and future research are proposed.

Keywords:
Work groups
work teams
effectiveness
Resumo

O objetivo do presente trabalho é avaliar forma como foi usado o conceito de equipe de trabalho nas investigações realizadas em contextos organizacionais entre os anos 2000 e 2010. Foi realizada uma revisão da literatura especializada onde se verificou que as unidades de análise das investigações (equipes) não são construídas adequadamente, uma vez que não seguem limites claros quanto ao número de participantes, quantidade de tempo de sua interação, e características próprias das organizações estudadas; que a eficiência das equipas se concentra em especial na produtividade, mas não em variáveis do tipo de grupo ou individual. A partir desses resultados são propostas duas áreas de intervenção e investigação futura.

Palavras chave:
Grupos de trabalho
equipas de trabalho
eficiência
El Texto completo está disponible en PDF
Referencias bibliográficas
[Akgün et al., 2007]
A.E. Akgün, H. Keskin, J. Byrne, Z.I. Salih.
Antecedents and consequences of team potency in software development projects.
Information & Management, 44 (2007), pp. 646-656
[Amundson, 2005]
S.J. Amundson.
The Impact of Relational Norms on the Effectiveness of Health and Human Service Teams.
The Health Care Manager, 24 (2005), pp. 216-224
[Aubé and Rousseau, 2005]
C. Aubé, V. Rousseau.
Team Goal Commitment and Team Effectiveness: The Role of Task Interdependence and Supportive Behaviors.
Group Dynamics: Theory Research, and Practice, 9 (2005), pp. 189-204
[Bain et al., 2001]
P.G. Bain, L. Mann, A. Pirola-Merlo.
The innovation imperative: The relationships between team climate, innovation, and performance in research and development teams.
Small Group Research, 32 (2001), pp. 55-73
[Campbell, 1994]
J.P. Campbell.
Modeling the Performance Prediction Problem in Industrial and Organizational Psychology.
2da, pp. 667-732
[Cannon-Bowers and Bowers, 2011]
J.A. Cannon-Bowers, C. Bowers.
Team development and functioning.
APA Handbook of Industrial and Organizational Psychology, pp. 597-650
[Cohen and Bailey, 1997]
S.G. Cohen, D.E. Bailey.
What Makes Teams Work: Group Effectiveness from the Shop floor to the Executive Suite.
Journal of Management, 23 (1997), pp. 239-290
[De Dreu and Van Vianen, 2001]
C.K.W. De Dreu, A.E.M. Van Vianen.
Managing relationship conflict and the effectiveness of organizational teams.
Journal of Organizational Behavior, 22 (2001), pp. 309-328
[Delgado et al., 2008]
M.I. Delgado, A.M. Romero, L. Gómez.
Teams in organizations: a review on team effectiveness.
Team Performance Management, 14 (2008), pp. 7-21
[Dirks, 2000]
K.T. Dirks.
Trust in leadership and team performance: Evidence from NCAA basketball.
Journal of Applied Psychology, 85 (2000), pp. 1004-1012
[Dixon and Kozloski, 2010]
M.L. Dixon, L. Kozloski.
The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention.
Journal of Management Issues, 22 (2010), pp. 52-69
[Doolen et al., 2006]
T.L. Doolen, M.E. Hacker, E. Van Aken.
Managing organizational context for engineering team effectiveness.
Team Performance Management, 12 (2006), pp. 138-154
[Drach-Zahavy and Somech, 2002]
A. Drach-Zahavy, A. Somech.
Team Heterogeneity and Its Relationship with Team Support and Team Effectiveness.
Journal of Educational Administration, 40 (2002), pp. 44-67
[Erdem and Ozen, 2003]
F. Erdem, J. Ozen.
Cognitive and effective dimensions of trust in developing team performance.
Team performance Management, 9 (2003), pp. 131-135
[Erdem et al., 2003]
F. Erdem, J. Ozen, N. Atsan.
The relationship between trust and team performance.
Work Study, 52 (2003), pp. 337-340
[Franco, 2001]
C.A. Franco.
Factores para la dirección y efectividad de los equipos de trabajo.
Estudios Gerenciales, 81 (2001), pp. 27-32
[Franco, 2004]
C.A. Franco.
Modelos para el análisis y diagnóstico de equipos de trabajo.
Estudios Gerenciales, 91 (2004), pp. 35-48
[Garman et al., 2002]
A.N. Garman, P.W. Corrigan, S. Morris.
Staff Burnout and Patient Satisfaction: Evidence of Relationships at the Care Unit Level.
Journal of Occupational Health Psychology, 7 (2002), pp. 235-241
[Guzzo and Dickson, 1996]
R.A. Guzzo, M.W. Dickson.
Teams in Organizations: Recent research on Performance and Effectiveness.
Annual Review of Psychology, 47 (1996), pp. 307-338
[Hackman, 1987]
J.R. Hackman.
The design of work teams.
Handbook of Organizational Behavior, pp. 315-342
[Hirschfeld et al., 2006]
R.R. Hirschfeld, A.A. Jordan, H. Field, W.F. Giles, A.A. Armenakis.
Becoming Team Players: Team Members’ Mastery of Teamwork Knowledge as a Predictor of Team Task Proficiency and Observed Teamwork Effectiveness.
Journal of Applied Psychology, 91 (2006), pp. 467-474
[Hoegl and Parboteeah, 2003]
M. Hoegl, K.P. Parboteeah.
Goal Setting and Team Performance in Innovative Projects: On the Moderating Role of Teamwork Quality.
Small Group Research, 34 (2003), pp. 3-19
[Jackson et al., 2003]
S.E. Jackson, A. Joshi, N.L. Erhardt.
Recent research on team and organizational diversity: SWOT analysis and implications.
Journal of Management, 29 (2003), pp. 801-830
[Jordan et al., 2002]
M. Jordan, H.S. Field, A.A. Armenakis.
The Relationship Of Group Process Variables And Team Performance: A team-level analysis in a field setting.
Small Group Research, 33 (2002), pp. 121-150
[Keller, 2006]
R.T. Keller.
Transformational Leadership, Initiating Structure, and Substitutes for Leadership: A Longitudinal Study of Research and Development Project Team Performance.
Journal of Applied Psychology, 91 (2006), pp. 202-210
[Kirkman et al., 2004]
B.L. Kirkman, P.E. Tesluk, B. Rosen.
The Impact of Demographic Heterogeneity and Team Leader-Team Member Demographic Fit on Team Empowerment and Effectiveness.
Group & Organization Management, 29 (2004), pp. 334-369
[Kozlowski and Ilgen, 2006]
S. Kozlowski, D. Ilgen.
Enhancing the effectiveness of work groups and teams.
Psychological Science in the Public Interest, 7 (2006), pp. 77-124
[Landis, 2001]
R.S. Landis.
A Note on the Stability of Team Performance.
Journal of Applied Psychology, 86 (2001), pp. 446-450
[Langfred, 2000]
C.W. Langfred.
The paradox of self-management: Individual and group autonomy in work groups.
Journal of Organizational Behavior, 21 (2000), pp. 563
[Langfred, 2005]
C.W. Langfred.
Autonomy and Performance in Teams: The Multilevel Moderating Effect of Task Interdependence.
Journal of management, 31 (2005), pp. 513-529
[Lemieux-Charles et al., 2002]
L. Lemieux-Charles, M. Murray, G. Ross-Baker, J. Barnsley, K. Tasa, S. Ibrahim.
The effects of quality improvement practices on team effectiveness: a mediational model.
Journal of Organizational Behavior, 23 (2002), pp. 533-553
[Michael et al., 2004]
J.H. Michael, Z.I. Barsness, L. Lawson, P. Balkundi.
Focus please: Team coordination and performance at a wood manufacturer.
Forest Products Journal, 54 (2004), pp. 250-255
[Politis, 2003]
J.D. Politis.
The connection between trust and knowledge management: What are its implications for team performance.
Journal of Knowledge Management, 7 (2003), pp. 55-67
[Rico et al., 2010]
R. Rico, C.M. Alcover, C. Tabernero.
Efectividad de los equipos de trabajo, una revisión de la última década de investigación (1999–2009).
Revista de Psicología del Trabajo y las Organizaciones, 26 (2010), pp. 47-71
[Salas et al., 1992]
E. Salas, T.L. Dickinson, S.A. Converse, S.I. Tannenbaum.
Toward an understanding of team performance and training.
Teams: Their Training and Performance, pp. 3-29
[Stevens and Campion, 1994]
M. Stevens, M. Campion.
The knowledge, skill, and ability requirements for teamwork: Implications for human resource management.
Journal of Management, 20 (1994), pp. 503-530
[Stewart, 2006]
G.L. Stewart.
A meta-analytic review of relationships between team design features and team performance.
Journal of Management, 32 (2006), pp. 29-55
[Stubbs and Wolff, 2008]
E. Stubbs, S.B. Wolff.
Emotional intelligence competences in the team and team leader, a multi-level examination of the impact of emotional intelligence on team performance.
Journal of Management Development, 27 (2008), pp. 55-75
[Sundstrom et al., 1990]
E. Sundstrom, K. DeMeuse, D. Futrell.
Work teams: Applications and effectiveness.
American Psychologist, 45 (1990), pp. 120-133
[Tjosvold et al., 2006]
D. Tjosvold, K.S. Law, H. Sun.
Effectiveness of chinese teams: the role of conflict types and conflict management approaches.
Management and Organization Review, 2 (2006), pp. 231-252
[Van Der Vegt and Bunderson, 2005]
G.S. Van Der Vegt, J.S. Bunderson.
Learning and Performance in Multidisciplinary Teams: The Importance of Collective Team Identification.
Academy. of Management Journal, 48 (2005), pp. 532-547
[Wu et al., 2010]
J.B. Wu, A.S. Tsui, A.J. Kinicki.
Consequences of differentiated leadership in groups.
Academy of Management Journal, 53 (2010), pp. 90-106
[Yun et al., 2005]
S. Yun, S. Faraj, H.P. Sims Jr..
Contingent Leadership and Effectiveness of Trauma Resuscitation Teams.
Journal of Applied Psychology, 90 (2005), pp. 1288-1296
[Zellmer-Bruhn and Gibson, 2006]
M. Zellmer-Bruhn, C. Gibson.
Multinational organizational context: implications for team learning and performance.
Academy of Management Journal, 49 (2006), pp. 501-518
Copyright © 2012. Universidad ICESI
Descargar PDF
Opciones de artículo