Evaluating the Effects of Team Composition and Performance Environment on Team Performance

Abstract

Performance, interpersonal relations, equity, and output are examined for both online and face to face team structures. As organizations make wider use of online teams to transcend geographical boundaries and maintain tight cost controls, the question remains whether these innovations are as or more effective than traditional face-to-face group structures. Hypothesized relationships are tested that include the evaluation of the team performance in online groups contrasted to face to face groups; group performance is hypothesized to be higher where membership in the group is self-selected as opposed to assigned group membership; group performance is hypothesized to be highest where its membership is self-selected and face to face. Interaction effects are tested within these hypothesized relationships. Suggestions are made that face to face groups, while a more costly alternative, may have higher levels of performance than online groups over the longer-term. Areas for future research are identified.