The tensions between the individual and the collective in engineering work practices are profound. Engineers’ self-­‐perception as well as the consensus of the research community point to the fact that engineering work practices are essentially collective work practices ...

The boundaries and work processes for how virtual teams interact are undergoing changes, from a tool and stand-alone application orientation, to the use of multiple generic platforms chosen and redesigned to the specific context. These are often at the same time designed both by professional software developers and the individual members of the virtual teams, rather than determined on a single ...

In this study we analyze the mediating role of team work engagement between team social resources (i.e., supportive team climate, coordination, teamwork), and team performance (i.e., in-role and extra-role performance) as predicted by the Job Demands-Resources Model. Aggregated data of 533 employees nested within 62 teams and 13 organizations were used, whereas team performance was assessed by ...

We present findings from a field experiment on team diversity. Individuals working as canvassers in an elections-related experiment were randomly assigned a junior teammate, a senior manager and a set of households to visit. This created random variation in the degree of horizontal diversity, vertical (or hierarchical) diversity and external (or client) diversity within each team. We find that ...

The relationship between team size and productivity is a question of broad relevance across economics, psychology, and management science. For complex tasks, however, where both the potential benefits and costs of coordinated work increase with the number of workers, neither theoretical arguments nor empirical evidence consistently favor larger vs. smaller teams. Experimental findings, meanwhil...