¿Cómo se consiguen equipos eficaces?delimitación y medición de la eficacia en los equipos organizativos

Referencias bibliográficas

• ALPER, S.; TJOSVOLD, D.; LAW, K. S. (1998). “Interdependence and controversy in group decision making: antecedents to effective selfmanaging teams”. Organizational Behavior and Human Decision Processes, vol. 74, nº 1, pp. 33-52.
• AMASON, A. C. (1996). “Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams”. The Academy of Management Journal, vol. 39, nº 1, pp. 123-148.
• APPELBAUM, S. H.; GONZALO, F. (2007). Effectiveness and Dynamics of Cross-Functional Teams: A Case Study of Northerntranspo Ltd. Journal of American Academy of Business, Cambridge, vol. 10(2), pp. 36-44.
• BALDWIN, T. T.; BEDELL, M. D.; JOHNSON, J. L. (1997). “The social fabric of a team-based M.B.A. program: network effects on student satisfaction and performance”. Academy of Management Journal, vol. 40, nº 6, pp. 1369-1397.
• BUNDERSON, J. S.; SUTCLIFFE, K. M. (2002). Comparing alternative conceptualizations of functional diversity in management teams: Process and performance effects. Academy of Management Journal, vol. 45(5), pp. 875-893.
• CAMPION, M. A.; MEDSKER, G. J.; HIGGS, A. C. (1993). “Relations between work group characteristics and effectiveness : Implications for designing effective work groups”. Personnel Psychology, vol. 46, pp. 823-850.
• CAMPION, M. A.; PAPPER, E. M.; MEDSKER, G. J. (1996). “Relations between work team characteristics and effectiveness: A replication and extension”. Personnel Psychology, vol. 49, pp. 429-452.
• CAPELLERA SEGURA, J. L.; VECIANA VERGÉS, J. M. (2004). “Actitudes del personal hacia el trabajo y la organización: Una aplicación empírica en la universidad”. Esic Market, nº 119, pp. 47-74.
• COHEN, S. G.; BAILEY, D. E. (1997). “What makes teams work: Group effectiveness research from the shop floor to the executive suite”. Journal of Management, vol. 23, nº 3, pp. 239-290.
• COHEN, S. G.; CHANG, L.; LEDFORD, G. E. (1997). “A hierarchical construct of self-management leadership and its relationships to quality of work life and perceived work group effectiveness”. Personnel Psychology, vol. 50, pp. 275-308.
• COHEN, S. G.; LEDFORD, G. E. (1994). “The effectiveness of self-managing teams : A quasi-experiment”. Human Relations, vol. 47, nº 1, pp. 13-43.
• COHEN, S. G.; LEDFORD, G. E.; SPREITZER, G. M. (1996). “A predictive model of self-managing work team effectiveness”. Human Relations, vol. 49, n_ 5, pp. 643-676.
• CUMMINGS, T. (1981). “Designing effective work groups”. En P. C. NYSTROM, III; W. H. STARBUCK: Handbook of Organizational Design, vol. 2 (Remodeling Organizations and their environments. Oxford University Press. Nueva York.
• DOOLEN, T. L.; HACKER, M. E.; AKEN, E. M. (2003). The impact of organizational context on work team effectiveness: A study of production team. IEEE Transactions on Engineering Management, vol. 50(3), pp. 285-296.
• DRACH-ZAHAVY,A.; SOMECH, A (2002). Team heterogeneity and its relationship with team support and team effectiveness. Journal of Educational Administration, vol. 40(1),pp. 44-66.
• EARLEY, P. C. (1999). “Playing follow the leader: Status-determining traits in relation to collective efficacy across cultures. Organizational Behavior and Human Decision Processes, vol. 80, pp. 192-212.
• EDMONDSON, A. C.; ROBERTO, M. A.; WATKINS, M. D. (2003). A dynamic model of top management team effectiveness: Managing unstructured task streams. Leadership Quarterly, vol. 14(3), pp. 297-325.
• EISENHARDT, K. M.; SHOONHOVEN, C. B. (1990). “Organizational growth: Linking founding team strategy, environment and growth among U. S. Semiconductor ventures, 1978-1988”. Administrative Science Quarterly, vol. 35, pp. 504-529.
• FELTZ, D. L.; LIRGG, C. D. (1998). “Perceived team and player efficacy in hockey”. Journal of Business and Psychology, vol. 83, pp. 557-564.
• FINKELSTEIN, S.; HAMBRICK, D. C. (1990). “Top management team tenure and organizational outcomes: the moderating role of managerial discretion”. Administrative Science Quarterly, vol. 35, pp. 484- 503.
• FRY, L. W.; SLOCUM, J. W. Jr. (1984). “Technology, structure and workgroup effectiveness: a test of a contingency model”. Academy of Management Journal, vol. 27, nº 2, pp. 221-246.
• GIBSON, C. B. (1999). “Do they do what they believe they can? Group efficacy and group effectiveness across tasks and cultures”. Academy of Management Journal, vol. 42, pp. 138-152.
• GIBSON, C.;ZELLMER-BRUHN, M; SCHWAB, D. (2003). Team effectiveness in multinational organizations: Evaluation across contexts. Group & Organization Management, vol. 28(4), pp. 444-474.
• GIST, M. E. (1987). “Self-efficacy: Implications for organizational behavior and human resource management”. Academy of Management Review, vol. 12, pp. 472-485.
• GLADSTEIN, D.L. (1984). “Groups in context: A model of task group effectiveness”. Administrative Science Quarterly, vol. 29, pp. 499-517.
• HACKMAN, J. R. (1987). “The design of work teams”. En J. W. LORSCH (Eds.) : Handbook of organizational behavior , pp. 315- 342. Prentice Hall. Englewood Cliffs, NJ
• HACKMAN, J. R.; MORRIS, C. G. (1975). “Group tasks, group interaction process and group performance effectiveness: a review and proposed integration”. Advances in Experimental Social Psychology, vol. 8, pp. 45-99.
• HACKMAN, J. R.; WALTON, R. E. (1986). “Leading groups in organizations”. En P. S. GOODMAN (Eds.): Designing effective work groups, pp. 72-119. Jossey-Bass. San Francisco.
• HALEBLIAN, J.; FINKELSTEIN, S. (1993). “Top management team size, CEO dominance and firm performance: the moderating poles of environmental turbulence and discretion”. Academy of Management Journal, vol. 36, nº 4, pp. 844-863.
• HYATT, D. E.; RUDDY, T. M. (1997). “An examination of the relationship between work group characteristics and performance: once more into the breech”. Personnel Psychology, vol. 50, pp. 553-585.
• JANSEN, O.; VAN DE VLIERT, E.; VEENSTRA, C. (1999). “How task and person conflict shape the role of positive interdependence in management teams”. Journal of Management, vol. 25, nº 2, pp. 117-142.
• JEHN, K. A. (1994). “Enhancing effectiveness: An investigation of advantages and disadvantages of value-based intragroup conflict”. International Journal of Conflict Management, vol. 5, nº 3, pp. 223-238.
• JEHN, K. A. (1995). “A multimethod examination of the benefits and detriments of intragroup conflict”. Administrative Science Quarterly, vol. 40, pp. 256-282.
• JEHN, K. A.; CHADWICK, C.; THATCHER, S. M. B. (1997). “To agree or not agree: the effects of value congruence, individual demographic dissimilarity and conflict on workgroup outcomes”. International Journal of Conflict Management, vol. 8, nº 4, pp. 287-305.
• JONG, A.; RUYTER, K.; WETZELS, M. (2005). “Antecedents and consequences of group potency: A study of self-managing service teams”, Management Science, vol. 51, nº 11, pp. 1610-1625.
• KIRCHMEYER, C.; COHEN, A. (1992). “Multicultural groups: Their performance and reactions with constructive conflict”. Group and Organization Management, vol. 17, nº 2, pp. 153-170.
• KIRKMAN, B.; TESLUK, P; ROSEN, B.(2001). Assessing the incremental validity of team consensus ratings over aggregation of individual-level data in predicting team effectiveness. Personnel Psychology, vol. 54(3),pp. 645-667.
• KNIGHT, D.; PEARCE, C. L.; SMITH, K. G.; OLIAN, J. D.; et al (1999). “Top management team diversity, group process and strategic consensus”. Strategic Management Journal, vol. 20, nº 5, pp. 445-465.
• KOLODNY, H.; KIGGUNDU, M. (1980). “Towards the development of a sociotechnical systems model in woodlands mechanical harvesting”. Human Relations, vol. 33, pp. 623-645.
• LEAN, J.; TOWLER, M.; SMITH, G.; ENCINAS ARQUERO, P. (2007). “El uso del diagrama de círculo causal en la representación de los factores que influyen en los estudiantes a la hora de utilizar juegos de simulación empresarial”, Esic Market, nº 127, pp.
• MARTELL, M.; MANSILLA, R. (2006). “La imputabilidad: un factor en la brecha moral entre el razonamiento y el potencial de actuación del profesional”, Esic Market, nº 124, pp. 45-63.
• MATHIEU, J.; GILSON, L.; RUDDY, T. (2006). Empowerment and Team Effectiveness: An Empirical Test of an Integrated Model. Journal of Applied Psychology, vol. 91(1), pp. 97-108.
• MURRAY, A. L. (1989). “Top management group heterogeneity and firm performance”. Strategic Management Journal, vol. 10, pp. 125-141.
• NIEVA, V. F.; FLEISHMAN, E. A.; RIECK, A. (1978). “Team dimensions: their identity, their measurement and their relationships”. Final Technical Report for Contract Nº DAHC19-78-C0001. Advanced Research Resources Organizations. Washington, D. C.
• PAGELL, M.; LEPINE, J. (2002). Multiple case studies of team effectiveness in manufacturing organizations. Journal of Operations Management, vol. 20(5), pp. 619-639.
• PEARCE, C.; GALLAGHER, C; ENSLEY, M. (2002). Confidence at the group level of analysis: A longitudinal investigation of the relationship between potency and team effectiveness. Journal of Occupational and Organizational Psychology, vol. 75, pp. 115-119.
• PELLED, L. H. (1996a). “Demographic diversity, conflict and work group outcomes: An intervening process theory”. Organization Science, vol. 7, nº 6 pp. 615-631.
• PELLED. L. H. (1996b). “Relational demography and perceptions of group conflict and performance: A field investigation”. International Journal of Conflict Management, vol. 7, nº 3, pp. 230-246.
• PORTER, T. W.; LILLY, B. S. (1996). “The effects of conflict, trust and task commitment on project team performance”. International Journal of Conflict Management, vol. 7, nº 4, pp. 361-376.
• RICKARDS, T; CHEN, M.; MOGER, S. (2001). “Development of a selfreport instrument for exploring team factor, leadership and performance relationships”. British Journal of Management, vol.12, nº 3, pp.243- 250.
• RÍO ARAUJO, M. L. DEL; VARELLA NEIRA, M. C. (2006). “Características de los directivos y rendimiento exportador en las PYMES españolas”, Esic Market, nº 125, pp.
• RODRÍGUEZ DEL BOSQUE RODRÍGUEZ, I.; COLLADO AGUDO, J.; HERRERO CRESPO, A. (2005). “Incidencia sobre los hábitos de compra de la incorporación de la mujer al mercado laboral”, Esic Market, nº 122, pp. 51-78.
• ROUSSEAU, D. (1985). “Issues of level in organizational research”. En L. L. CUMMINGS; B. M. STAW (Eds.): Research in organizational behavior, vol. 7, pp. 1-37, JAI Press. Greenwich, CT.
• SCHWEIGER, D. M.; SANDBERG, W. R.; RAGAN, J. W. (1986). “Group approaches for improving strategic decision making: A comparative analysis of dialectical inquiry, devil’s advocacy and consensus techniques of strategic decision making”. Academy Management Journal, vol. 29, pp. 51-71.
• SENISE BARRIO, M. E.; MATIAS RECHE, F. (2005). “Estrategia de compensación al director de recursos humanos: Un enfoque de agencia”, Esic Market, nº 121, pp. 41-60.
• SESSA, V. I. (1996).“Using perspective taking to manage conflict and affect in teams”. Journal of applied Behavioral Science, vol. 32, nº 1, pp. 101-115.
• SESSA, V. I.; BENNETT, J. A.; BIRDSALL, C. (1993).“Conflict with less distress : Promoting team effectiveness”. Nursing Administration Quarterly, vol. 18, pp. 57-65.
• SHEA, G.; GUZZO, R. (1987). “Group effectiveness : what really matters ?. Sloan Management Review, vol. 28, nº 3, pp. 25-31.
• SHIFLETT, S. (1979). “Toward a general model of small group productivity”. Psychological Bulletin, vol. 86, nº 1, pp. 67-79.
• SIMONS, T. (1995). “Top management team consensus, heterogeneity, and debate as contingent predictors of company performance: The complementarity of group structure and process”. Academy of Management Journal, vol. Mejores artículos precedentes, pp. 62- 66.
• STEINER, I. D. (1972). Group process and productivity. Academic Press. Orlando.
• STEWART, G. L.; BARRICK, M. R. (2000). “Team structure and performance: assessing the mediating role of intrateam process and the moderating role of task type”. Academy of Management Journal, vol. 43, nº 2, pp. 135-148.
• SUNDSTROM, E.; DE MEUSE, K. P.; FUTRELL, D. (1990). “Work teams : Applications and effectiveness”. American Psychologist, vol. 45, n º 2, pp. 120-133.
• TATA, J.; PRASAD, S. (2004). Team Self-management, Organizational Structure, and Judgments of Team Effectiveness. Journal of Managerial Issues, vol. 16(2), pp. 248-265.
• TESLUK, P.; ZACCARO, S. J.; MARKS, M.; MATHIEU, J. (1997). “Task and aggregation issues in the analysis and assessment of team performance. En BRANNICK M; SALAS, E. (Eds.), Assessment and measurement of team performance: Theory, research, and applications, pp. 197-224. JAI Press, Greenwich, CT.
• WAGEMAN, R. (1995). “Interdependence and group effectiveness”. Administrative Science Quarterly, vol. 40, pp. 145-180.
• WATSON, W. E.; KUMAR, K.; MICHAELSEN, L. K. (1993). “Cultural diversity’s impact on interaction process and performance: Comparing homogeneous and diverse task groups”. Academy of Management Journal, vol. 36, pp. 590-602.
• WIERSEMA, M. F.; BANTEL, K. A. (1993). “Top management team turnover as an adaptation mechanism: the role of the environment”. Strategic Management Journal, vol. 14, pp. 485-504.