Home > Research > Publications & Outputs > It’s what you do and the way that you do it

Research

Links

Text available via DOI:

View graph of relations

It’s what you do and the way that you do it: team task, team size, and innovation-related group processes

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

Standard

It’s what you do and the way that you do it: team task, team size, and innovation-related group processes. / Curral, Luis A; Forrester, Rosalind H; Dawson, Jeremy F et al.
In: European Journal of Work and Organizational Psychology, Vol. 10, No. 2, 2001, p. 187-204.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Curral, LA, Forrester, RH, Dawson, JF & West, M 2001, 'It’s what you do and the way that you do it: team task, team size, and innovation-related group processes', European Journal of Work and Organizational Psychology, vol. 10, no. 2, pp. 187-204. https://doi.org/10.1080/13594320143000627

APA

Curral, L. A., Forrester, R. H., Dawson, J. F., & West, M. (2001). It’s what you do and the way that you do it: team task, team size, and innovation-related group processes. European Journal of Work and Organizational Psychology, 10(2), 187-204. https://doi.org/10.1080/13594320143000627

Vancouver

Curral LA, Forrester RH, Dawson JF, West M. It’s what you do and the way that you do it: team task, team size, and innovation-related group processes. European Journal of Work and Organizational Psychology. 2001;10(2):187-204. doi: 10.1080/13594320143000627

Author

Curral, Luis A ; Forrester, Rosalind H ; Dawson, Jeremy F et al. / It’s what you do and the way that you do it : team task, team size, and innovation-related group processes. In: European Journal of Work and Organizational Psychology. 2001 ; Vol. 10, No. 2. pp. 187-204.

Bibtex

@article{3c6896fab73043a7ace0613a12b30778,
title = "It{\textquoteright}s what you do and the way that you do it: team task, team size, and innovation-related group processes",
abstract = "This article describes a study of the relationships between team inputs (task type and team size) and team processes in 87 cross industry Portuguese teams, some of which had high and some low requirements to innovate. Team processes were measured using the Team Climate Inventory (TCI), which focuses on clarity of and commitment to team objectives, levels of participation, support for innovation, and quality emphases. Three hypotheses were tested. The first proposed that teams carrying out tasks with a high innovation requirement would have high scores on a measure of team processes. This was supported insofar as such teams reported higher levels of participation and support for innovation. The second hypothesis proposed that large teams would have poorer team processes. This hypothesis was confirmed. The third hypothesis concerned the interaction between size and innovation. The results suggested that large teams operating under a relatively high pressure to innovate have poorer team processes than large teams that do not have a high requirement to innovate.",
author = "Curral, {Luis A} and Forrester, {Rosalind H} and Dawson, {Jeremy F} and Michael West",
year = "2001",
doi = "10.1080/13594320143000627",
language = "English",
volume = "10",
pages = "187--204",
journal = "European Journal of Work and Organizational Psychology",
issn = "1359-432X",
publisher = "Taylor and Francis Ltd.",
number = "2",

}

RIS

TY - JOUR

T1 - It’s what you do and the way that you do it

T2 - team task, team size, and innovation-related group processes

AU - Curral, Luis A

AU - Forrester, Rosalind H

AU - Dawson, Jeremy F

AU - West, Michael

PY - 2001

Y1 - 2001

N2 - This article describes a study of the relationships between team inputs (task type and team size) and team processes in 87 cross industry Portuguese teams, some of which had high and some low requirements to innovate. Team processes were measured using the Team Climate Inventory (TCI), which focuses on clarity of and commitment to team objectives, levels of participation, support for innovation, and quality emphases. Three hypotheses were tested. The first proposed that teams carrying out tasks with a high innovation requirement would have high scores on a measure of team processes. This was supported insofar as such teams reported higher levels of participation and support for innovation. The second hypothesis proposed that large teams would have poorer team processes. This hypothesis was confirmed. The third hypothesis concerned the interaction between size and innovation. The results suggested that large teams operating under a relatively high pressure to innovate have poorer team processes than large teams that do not have a high requirement to innovate.

AB - This article describes a study of the relationships between team inputs (task type and team size) and team processes in 87 cross industry Portuguese teams, some of which had high and some low requirements to innovate. Team processes were measured using the Team Climate Inventory (TCI), which focuses on clarity of and commitment to team objectives, levels of participation, support for innovation, and quality emphases. Three hypotheses were tested. The first proposed that teams carrying out tasks with a high innovation requirement would have high scores on a measure of team processes. This was supported insofar as such teams reported higher levels of participation and support for innovation. The second hypothesis proposed that large teams would have poorer team processes. This hypothesis was confirmed. The third hypothesis concerned the interaction between size and innovation. The results suggested that large teams operating under a relatively high pressure to innovate have poorer team processes than large teams that do not have a high requirement to innovate.

U2 - 10.1080/13594320143000627

DO - 10.1080/13594320143000627

M3 - Journal article

VL - 10

SP - 187

EP - 204

JO - European Journal of Work and Organizational Psychology

JF - European Journal of Work and Organizational Psychology

SN - 1359-432X

IS - 2

ER -