Projects, as a way of organizing work, and teams, as a way of organizing employees, have become ubiquitous in organizations. Factors contributing to this increase include the globalization of markets, organizations’ adaptation and response to change, increased needs for innovation and the increased rates of product replacement cycles. Essentially, projects and teams are one response to the unpredictability, complexity, and turbulence in which contemporary organizations evolve. In fact, the growing importance of teams noted by so many practitioners and scholars is in part due to the surge of projects addressing many aspects of organizational workings. By extension, the emergence of projects as a strategic tool for organizations seeking increased responsiveness and performance hinges on the effectiveness of project teams. As the use of projects and project teams continue to increase in organizations, understanding the factors that contribute to effective project team functioning becomes essential. Yet research on project teams is scattered in parallel fields such as in the project management and organizational psychology communities. In this presentation, I will review both fields' perspective and propose an integrated view of the research that needs to be done to gain a deeper understanding of what leads to increased individual, team and project performance.
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