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Groups in Context: A Model of Task Group Effectiveness
Deborah L. Gladstein
Administrative Science Quarterly
Vol. 29, No. 4 (Dec., 1984), pp. 499-517
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2392936
Page Count: 19
You can always find the topics here!Topics: Revenue, Group processes, Group structure, Leadership, Questionnaires, Group behavior, Group performance, Modeling, Task complexity, Social interaction
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This study tests a comprehensive model of group effectiveness with 100 sales teams in the communications industry. Results indicate that traditional theories of group effectiveness match the implicit theories of team members. These theories account for 90 percent of the variance in team satisfaction and self-reported effectiveness but none of the variance in the teams' sales performance. The findings suggest that theories of group effectiveness need to be revised to include the way in which teams manage interactions across their boundary and the impact of the organizational context.
Administrative Science Quarterly © 1984 Johnson Graduate School of Management, Cornell University