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The impact of Diversity and the Mediation of Team Network Density

Student Details:

Name of Supervisors:

Master of Science in Organisation Studies Thesis Circle: ss

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‘Behind an able man there are always other able men’

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PREFACE sssssssss ssssss ss s ss s s sssss sssss sssssss ssss ssss sssss ssssssss ss s ss s ss ssss ssss ssssssss s ss s ssss ssss ss

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Managing Team Effectiveness: The Impact of Diversity and the Mediation of Team Network Density

Omar Bona Tilburg University ______

This study presents a research on the impact of diversity on team effectiveness, and how this relationship is mediated by team network density. The thesis investigates two recently developed concepts of diversity: variety and disparity. The aim of the paper is to research to what extent team network density mediates the relation between diversity and team effectiveness; and whether these two kinds of diversity have different impacts on team outcomes. The study aims to recast the diversity- effectiveness discussion, combining the diversity conceptualization of Harrison and Klein (2007), and the use of methods from the social network theory. The relevance of the research is not only scientific, but the thesis can also contribute and offer managers and trainers empirical knowledge on team composition, social interactions and effectiveness within working groups. Data was collected by setting out an internet-based survey to members of 54 teams. The questionnaire was created using items already tested in the organisational and management literature. The statistical analysis of the data followed the pattern of structural equation modeling. The results fully confirmed the mediating role that team network density plays on the relation between variety of functional expertise and team effectiveness. Partial support was found for the mediating role that team network density has on the relation between power disparity and group outcomes. ______

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TABLE OF CONTENTS

PREFACE ABSTRACT 1. RESEARCH QUESTION AND RELEVANCE OF THE RESEARCH ...... 7 ss s 2. THEORETICAL BACKGROUND ...... 10 ss s s s s s sss 3. METHODS ...... 20 ss s ss ss ss s ss sss

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ss s ss s 4. RESULTS ...... 31 sss ss 5. DISCUSSION ...... 38 ss ss sss ss sss sss ss s

LITERATURE REFERENCES ...... 47

APPENDIXES ...... 55 sss ss s ss ss

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1. RESEARCH PROBLEM AND RELEVANCE OF THE RESEARCH ssssssss s s s s s ssssssssss

1.1 Introduction ssssssss ss s sssss sssssss sssss s s s ss s respect to a common attribute X sss sssssss sssssss sssss sssssss ssss separation variety disparity sssssss sssss ssssssss ss within units, members differ from one another qualitatively [..] on a categorical attribute V s s ss ssss s s s s s s sss in the extent to which they hold a share, amount, or proportion of [the attribute] D ssss sssss sssssssss

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ssssss ssss sssssss s s ss s s s ssssssss ss s ss s s s ssssss ssssssss s s s s s sssss 1.2 Research goal and question ssssssss ssssssss sssss s s ss s s s sss sss sssss ssss sssssss ss ssssssssss ssssss s s s s s s s ss ssss s s ss sssssss ssss

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s s ss ssssss ss ss s s s ssssss ss To what extent does team network density mediate the relationship between variety of functional expertise and team effectiveness on the one hand, and between disparity of power and team effectiveness on the other hand?

1.3 Relevance of the research sssss s s ss s s sssssss ssssss s s s ss sssssssssss ssssssssss sssssss ssssssss sssssss sssssssssss sss

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2. THEORETICAL BACKGROUND s s ss s ss sssssssss sssssss ssssssss ss s s ssss

2.1 Defining Team Work ssssssss sssssss s s s ss s small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable ssswork groups that have reached a new plateau of productivity and quality ssssss ssssssss s s s s s although some authors, such as Katzenbach and Smith, take great care to distinguish between the terms team I do not. I use the terms interchangeably and make no distinction whatever between them” ( sss ssss collection of individuals who are interdependent in their tasks, who share responsibility for outcomes, who see themselves and who are seen by others as an intact social entity

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2.2 Team Effectiveness sssss sss sssss s s s s ss the productive outputs of the work meet or exceed the performance standards of the people who receive and/or review the output s ss s s ssss ss s ss s s open system theory ssss ssssss ss s s ss s s sssss s ss ssssss ssssss s ss s s ss ss s s s s ss s s real s s s s ssss s ss ssssssss erformance: ss performance ssss ssss

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otency ss potency ss s s sss s Satisfaction ssssss ssss s s ss s s s s s ss ss s s ss s sss

2.3 Diversity in the literature s s ss s s sssssss s s s s s ss

Figure 1: Typology of Diversity Variables, model adapted from Pelled (1996:615) ______ 12

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ssssssss ssssss ssss ssssssss ss ssss sssss ss similarity-attraction paradigm ssss s s s s s s s s homophily s s s s s s ssssss are very likely to share common experiences, and values, to have the same expectations for social interaction and therefore the social interactions are more rewarding and desiderable s s s s s s ssssss sssss s s s s s s s s ssss cognitive resource diversity theory sss general system theory sssss s ss s s s of the unique cognitive resources that members bring to the team ssss increases the pool of cognitive resources available to a team s ssss ssssss sssssss ssss sss

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ssssss s s s s s ssssssss s 2.3.1 Variety of Functional Expertise ssss sssssss s s s s ss ssssss s s refers to an employee’s work specialization and depth of relevant knowledge in an organisation such as finance, marketing, and logistic s s sss ssss s s s s s ssssss s s s s ss s s sssssssss s s s sssssssss ssss cognitive resource diversity theory ss s s s s s s s s the performance of such teams is limited by the relative redundancy of members’ perspectives, information, and resources s

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sssss s s s s ss s ssssssss complex adaptive system theory s sssssssss ss
H1: sssss 2.3.2 Disparity of Power sssss sssssssss sssss sssss ssssssss ss an individual’s relative capacity to modify others’ states by providing or withholding resources ssss sssss ssss ssssss s s s s ss s ss sss Coercive power sss Reward power: ssss Legitimate power s s s s s s ss s Expert power ss s Referent power ss sssssss ss s ss s s s s s s

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s s ssss ssssssssss ssssss s sssss
H2: ssss 2.4 Team Network Density sssssss s s s ss s ss ssss ssssss ss ssssssssss ssssss the strength of in- group bonds or group cohesion sssss ssss s ss sss s ssss s ssssss l n (n-1)/2 lsss sssssss s s sss

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sss ss

2.4.1. Type of networks s a specific type of relation linking a defined set of persons sssssss sssssthe task network the friendship network sssss ss sss s sssss s ssssss ssssssss sssss sssss sssss ssssss ssss ss 2.4.2 Network density, diversity and team outcomes sssssss sssss ss sssssss s s s s s s s s s s ss ss ssssssss sssssssss ssssss ss s

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sssss sssss ssss
H3 sssss ssssss ss ssssss ssss ssssss s .ssssss
H4 ssss s ss s ss s s s sssss s s s s s ssssss s s s s s s s s s s s ssss ssss by distracting team members from key tasks and interrupting the flow of information s sssss
H5 sss

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ssssss sssss s Table 1: Hypotheses summary

Hypothesis 1 Variety of functional expertise has a positive impact on team effectiveness

Hypothesis 2 Disparity of power has a negative impact on team effectiveness

Hypothesis 3 Team network density has a positive impact on team effectiveness

Hypothesis 4 Variety of functional expertise has a positive impact on team network density

Hypothesis 5 Disparity of power has a negative impact on team network density

Figure 2: Conceptual model

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3. METHODS ssssssss sssssssss s s s ss sss 3.1 Research Design ssssssss sssssss ssssss sssssss ssssss s s s s s ss ssssss sssssssss sss 3.2 Sample Strategy s s s s s s s sssssss sssssss sssss s s s s sss sssss ssssss ssssssss ssss

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ss ssssssss sssssss sssss sss ssssss sssss Table 2: Organisational sector of the teams studied

Sector Frequency Percentage Engineering and Constructions 10 18.5 Education 9 16.7

Facility Management 7 13,0

Consultancy 6 11.1

Accounting or finance 6 11.1

Information and communication 3 5.6 technologies Logistics 3 5.6

Tourist affairs 3 5,6

Healthcare 2 3.7

Communication and Public 2 3.7 Relations Legal affairs 2 3,7

Graphic and design 1 1,9

Total 54 100

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3.3 Measures s s s s s ss sssssss s s s s s s s ssssss 3.3.1 Construction of the questionnaire s s ss s s s ss sssss sssssss s s ss s ss ssss s ssssssss ss sssssssssss ssss sssss sss sssss ssssssss ss ssssssss ssssssss 3.3.2 Team effectiveness ss s s ssssssss s s ss s s s ssssssssss

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Team performance s s s s s ss ss sssssss ss s ss sssss ssssss s s potency s s s sssss This team has confidence in itself This team can get a lot done when it works hard sss s to no extent to a great extent ss s s s ss ssss individual satisfaction ss ssss ssssssss I feel a real sense of personal satisfaction when our team does well When our team has done well, I have done well ss s strongly disagree strongly agree ssssss ssssss Kaiser-Meyer- Olkin Measure of Sampling Adequacy Bartlett's Test of Sphericity s s s s s s sssssss sssssssss sss ssssssssss ssssssss ssssssss

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3.3.3 Network density sssss free recall questions ssss ssss ssssss s s sss sss s s s s ss s s s sssssssss sssssssss ssss sssssss sssssss s sss sss s s s s s s s ss ss ss s s sss 3.3.4 Diversity variables ssss To which of the following functional areas does your job specialization and expertise belong? s sssss sss s ss s s sssssssss ss 1 Highly inaccurate 5 Highly accurate sssssssss ss Kaiser-Meyer-Olkin Measure of Sampling Adequacy Bartlett's Test of Sphericity ssss ss s ss s ss s s s sssssssss

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3.4 Data Analysis and preliminary findings sssssssss ssssss ssssssssss s s s s s s s s ss ss 3.4.1 A multilevel approach s s ss s s sssss multilevel approach sssss ssssssss sss

Figure 3: Multilevel Design in Group Research, model adapted from Curşeu (2005:16)

sss sssss sss ssss latent

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______variable A’ ssscore variable ssss ssssswithin group agreement index rwg ssss sss rwg sss rwg “reflects a lack of agreement within the group rwg ss ssss sss sssss for all the scale measured of each team sss ssssssss sssssss s 3.4.2 Team effectiveness ss s s s ss s ss ss sssssssss sssssssss ssssssss ssssss

Table 3: Descriptive statistics for the dependent variable

Variable Mean SD Min Max Cronbach’s Alpha

Performance 3.79 0.86 2.94 4.48 0.86

Potency 3.68 0.69 2.47 4.96 0.91

Satisfaction 3.75 0.59 2.20 5.00 0.83

Team effectiveness 3.74 0.36 2.54 4.71 -

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3.4.3 Team Network Density s s s s s ss ss Zijk s isj ijk s s i s Nk ss s s s s sssss ssss ssss s Team member A Team member B Team member C Team member A Team member B Team member C Table 4: Example of a matrix for measuring network density sss ssssss s mirror image ssssss ssssssssssssssss s

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ssssssss ssssssssss sssss ssss sssssss s s s s s sssssss ssss sssss ssssss ssssssss sssssss ss 3.4.4 Diversity variables ssss ssssss ssssss sssssss ss 1 - ∑pk² p s s k s ssss sssss sss s s s s sss

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s s s s s s ss s s s s s s s s ssss s s ss Table 5: Descriptive Statistics for all the variables

Variable Mean SD Min Max Cronbach’s Alpha Age 34.17 10.40 20 61 -

Team Size 5.26 2.69 3 14 -

Variety of funct. expertise 0.45 0.24 0.00 0.75 -

Power Disparity 0.38 0.17 0.00 0.84 0.79

Team Network Density 0.58 0.23 0.20 1.00 -

Satisfaction 3.75 0.59 2.20 5.00 0.83

Potency 3.68 0.69 2.47 4.96 0.91

Performance 3.79 0.86 2.94 4.48 0.86

Team effectiveness 3.74 0.36 2.54 4.71 -

3.4.5 Correlations between the variables s s s s s s s s s s s ssss s ssssssss s s ss s ss

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______ssss ss ss ss s ssssss sss sss s s s s ss

Table 6: Pearson’s correlations between the variables

1 2 3 4 5 6 7 8 9 10

1. Gender 1

2. Age -,157* 1

3. Team ,107 -,130 1 Size 4. Team -,053 ,204 -,678** 1 network density 5.Disparity of -,091 -,025 ,093 -,214 1 power 6. Variety -,122 -,189 ,161 -,108 ,036 1 func. expertise 7. Satisfaction -,038 ,102 -,160 ,390** -,133 -,126 1

8. Potency ,002 -,032 -,279* ,492** -,193 -,147 ,788** 1

9. Performance -,097 -,144 -,257 ,398** -,269* -,159 ,485** ,596** 1

10. Team -,044 -,018 -,265 ,495** -,220 -,163 ,893** ,936** ,762** 1 Effectiveness

* Correlation is significant at the 0.05 level (2-tailed). ** Correlation is significant at the 0.01 level (2-tailed).

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4. RESULTS s ss ss s ss s s s ss s s s s s s s s ss s s ss s s s s s ss s s 4.1 Answering the hypotheses s s s s ss s sss ssssss ssss Hypothesis 1: Variety of functional expertise has a positive effect on team effectiveness s ss s not supported s ss sssss sssssss sssss Hypothesis 2: Disparity of power has a negative impact on team effectiveness ssssss partially supported ssss sss ssssss sssssssss

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Hypothesis 3: Team network density has a positive impact on team effectiveness ss s s s supported s ss ss s s s ss s ssssssss ssssssss ssssss ssssssss

Figure 7: Curve estimation of Team Network Density on Team Effectiveness

ssssssss s s s ss s ssssssss

Hypothesis 4: Variety of functional expertise has a positive impact on team network density ss s not supported s ss sss sssssssss ssssss

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______ss s s s s s ss s Hypothesis 5: Disparity of power has a negative impact on team network density ssssss ssss partially supported ss sssss sssss ssssssss

Table 7: Overview of hypotheses and their results

Hypothesis nr. Result

Not H1: Variety of functional expertise has a positive impact on team effectiveness supported Partially H2: Disparity of power has a negative impact on team effectiveness supported

H3: Team network density has a positive impact on team effectiveness Supported Not H4: Variety of functional expertise has a positive impact on team network density supported Partially H5: Disparity of power has a negative impact on team network density supported

sssssssssss s s s s ss s ss ss s sss sssssss s s s s sssss ss s s s s s s ss s s s s s ssssss

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ssssssssssss ssss sssssss ss s s ss ssss ssss s s ssssss sssss

4.2 Structural Equation Modelling s s s s s s s ss s s ssss 2 s χ sssss ss sss ssssss s sss s s sssss ssssss ssssss Table 8: Structural equation fit indices for the path model

df Chi square (sig) CMIN CFI NFI RMSEA

Model 1 0.07 (.789) 0.02 1.00 0.99 0.00

Note : CMIN= minimum discrepancy, CFI= comparative fit index, NFI= normed fit index, RMSEA= root mean square error of approximation.

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sssss s s s s s sssss sssssss sss sssssss

Figure 4: Path Diagram Model

4.3 Sobel Test ssss sssssss ss s s , ss

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sssss ssssss s sssssss sssss ssss

Figure 5: Sobel test for Variety on Team effectiveness mediated by Team Network Density

sssssss sssss

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sssssssss ssss ssssss ssss

Figure 6: Sobel test for Power disparity on Team effectiveness mediated by Team Network Density

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5. DISCUSSION sssssssssssss ss s s s s s ss sssssssss ssssssss ss 5.1 Interpretation of the results s s s s s ss sssssssss s s s s ssss ssssssssss 5.1.1 Variety of Functional Expertise and Team Network Density sssssss ssssss ssssssss sssss sss s s s s ss s similar-attraction paradigm ssss sssssssss s s s ssss sssss

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s s s ssss thought worlds sssss ss s s s sss s s s s ssss s sssss s s s s s s ssssss ssssss ssssss s s ss s ssss sssss s ss s s s sss

5.1.2 Variety of Functional Expertise and Team Effectiveness ssssss ssssssss ssssssssss s s s ss s ss s of the unique cognitive resources that members bring to the team s ss s increases the pool of cognitive resources available to a team s s s s s s s s s s

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s s s s s s s ss sssssss s s s ss s s s s s s s s ss sssss sssss sssssssss ssss 5.1.3 Power Disparity and Team Network Density s s s s s s s s s s s sssssss ssssssss sssssss sssssss sssssss s s s s s ssss s s s s s s s tactics for controlling and withholding information s s alliance and insurgency behaviors ss ssssss sssssss ssssss

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sss s s s ss 5.1.4 Power Disparity and Team Effectiveness s s s s s s ss ss s s ss s s s ss ss sss s s s s s s sssssssssss sssssssss sssssss ssssss ssss sssssss ssssss sss 5.1.5 Team Network Density and Team Effectiveness s s s s s s ss s s s s ss ss s ssssssss sssssss ssssss ssss sssssss ssssss s s ssss ssss

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5.1.6 The mediating model ssssss sssss ssssssss ss sssssss s s s s s ssssssss ss ssssss ssssss s s s s s s sssss sssssss ssssssss s s s ss sss ssss s s s s s s s s s s s sss 5.2 Contributions s s s s s s ssssss ssssss ss s ss s ssssss ssss

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ssss sssssssssss s ssssssss ssssssss ssssssss sssssssss ss s s s s s s ssssssssss sssssssss ssssssss s s sss 5.3 Limitations and future research ssssss s s s ss ss s s sssss sssssss sss sss s s s s s s s s ssssss s s ss ss s s s s s ssssss ss real sss sssss ssssss

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______ssssss sssssss sssssssssss s sssssssss sssssss sssssss sss sssssss sssssssss s ss s ssssssss ssssssss sssss s s s s s s ss s s s s ss sssssssssss sssss s s s sssss sssssss s s ss s ss s s ss ssssssss sss ssssssss sssss

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5.4 Conclusion ss ss s s s s ssssss s s ss s ss s s s s s s ss s ss s s s s ssssssss ssssss ssss ssss To what extent does team network density mediate the relationship between variety of functional expertise and team effectiveness on the one hand, and between disparity of power and team effectiveness on the other hand?” sssssss ssssss ssssssss sssss ssssssssssssss ssss sssss ssssss sssssss s ss s ssss ssssssss sssssss ssssss ssss sssss

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ss ss s s ss s sssssss sssssss ssssssss ssss s s s s s s s ss sssss s s s s ssssss sss ss

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LITERATURE REFERENCES

sssssss Sociological Methodology sssss ss Organisation Science 3 sssss sss ss Group & Organization Management, 19 sss s Strategic Management Journal, 10 ss sssssss s sssssss s Annual review of sociology, 6 Inequality and Heterogeneity ss Inequality and Heterogeneity ss Family and Social Network ss

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ss s Academy of management Journal, 48 The attraction paradigm. ss sssss sssss Personnel Psychology ssss Strategic Management Journal 23 s ss SAM Advanced Management Journal Statistical power analysis for the behavioral sciences s ssssss s Journal of Management 23 sssss American Sociological Review, 56 ssss Academy of Management Executive 5 Group composition and Effectiveness ss

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s ss European Journal of Sociology, 37 sss Organisation Science, 3 sssss s Academy of Management Journal, 31 sss s Administrative Science Quarterly 40 s The effect of entrepreneurial team skills heterogeneity and functional diversity on new venture performance s sssss Academy of Management Journal sss Studies in social power ss ssssssss s Journal of Applied Social Psychology, 18(5) sssss Administrative Science Quarterly 48 sssss Administrative Science Quarterly 29

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s s Organizational change and redesign sss ss sssss Designing effective work groups ssss ssssss sss Strategic Management Journal, 10 ss s Journal of Organizational Behavior Management, 7, ss s Handbook of industrial and organizational psychology, 3, ssssss sss British Journal of Social Psychology, 32 Groups that work (and those that don’t) sssss Leading teams: setting the stage for great performances. s sssss ss ., Psychological dimensions of organisational behaviour s s s Journal of Applied Behavioral Science, 41

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s s s Academy of Management Journal, 36 sssssss sss Academy of Management Review ssss s . International Journal of Sociology and Social Policy 21 sss ss ss Human Resource Development Review 4 ssss ss Administrarive Science Quarterly, s ss Strategic Management Journal, 13(8) ss sss Journal of Applied Psychology The wisdom of teams: Creating the high-performance organization ssssss sss Academy of Management Journal, 29

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sssss sssss Academy of Management Journal, 44 s Psychology Bullettin, 110 ssss American Journal of Sociology 55 The setting of goals in pups: An examination of processes and performance. sss s Network Analysis s ssssss s Structure of power and constraint: Paper in honour of Peter Blau sss ssss s Personnel Psychology 44 ssss Research in the Sociology of Organizations, 4 s Ivey Business Journal s Networks and Effectiveness in Work Teams: The Impact of Diversity ss Groups: Interaction and Performance s

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ssss Academy of Management Journal, 35 ssss sss The Academy of Management Review 21 ssss ssss Academy of Management Learning and Performance, 2(2) s Administrative Science Quarterly, 34(1) SPSS survival manual: A step by step guide to data analysis using SPSS for Windows (Version 10 and 11) sss ssss Organization Science 7 s Academy of Management Review 28 sss Research in Organisational Behaviour, 5 ss sss s Organisation Science 21 Social Network Analysis. A Handbook

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ssssss Human Relations 51 ssss Sociological Methodology, 13 s sssss Journal of Organizational Behaviour, 23 Teams, Teamwork and Teambuilding sssss s Administrative Science Quarterly, 37 s s The Journal of Applied Behavioral Sciences 41 sss Social Network Analysis. Methods and Applications sss

ss Academy of Management Journal, 35

s Academy of Management Journal, 23(2)

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APPENDIXES

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Appendix I Questionnaire English version I. Introduction sss ssss sssssss sss ssssssss sssssssss sssss sssssss s ssssssss sssss ______ sssssss ssssssssss sssss sssss s s s ss ______

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II. General information about you and your organization

sss 1. What is your gender? 2. What is your age? _____ 3. What is your nationality? ______ 4. To what ethnic group would you consider yourself? s s s s ss ______ 5. How many hours a week do you work according to your contract? ______ 6. What is your highest degree of education? s s s ss ______ 7. What is the field of study of your highest degree? ss sss ss ssss ss ssss ss sss ss ______ ______ 57

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8. What is the functional area in which you have the most working experience? ss s s s ss s ss s s s ss ______ 9. How long have you been working for this organization? sss s 10. How many people work for this organization? ss 11. In which sector is this organization active? s s s s ss s ss ss ______

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III. General information about you and your team

ssssssss sss 12. How long have you been a member of this team now? sss _____ s _____ s 13. How many people (including you) belong to this team? ______ 14. What type of team is this? s ssss ss 15. Are you the formal leader of this team? s 16. To what extent do members of this team differ in their power regarding important team decisions? ssss sssss ssss sss sssss s 17. Please indicate how accurate the following statements are: s s sss s s sssss s s

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18. Please indicate how much you agree on the statement regarding this team: s s ssss sssss 19. Please indicate to what extent these statements apply to your task: s s ss s ss 20. Please indicate whether or not the team has the authority to decide about work related matters: s ss sss ss sss sss s sssss

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IV. Interaction between you and your team members

sssss s sssss sss sssssssss sssssss 21. What is your first name? ______ 22. In this team, to whom do you go for 23. In this team, to whom do you go for advice when it comes to solving job-related advice when it comes to solving job-related issues ? Please fill out their first names. If issues ? Please fill out their first names. If two colleagues have the same name, two colleagues have the same name, please write down the first letter of their please write down the first letter of their family names as well. family names as well. First names of team members: Amount of contact:

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24. Next to previous mentioned persons 25. On average, how many times in a there might be team members with whom normal week do you discuss work related you discuss work related issues outside issues outside formal team-meetings, formal team meetings without explicitly without explicitly asking for advice, with asking for advice. Please fill in their first these team members? names. If two colleagues have the same name, please write down the first letter of their family names as well. First names of team members: First names of team members: Amount of contact: 26. Please indicate to whom outside this team you go to for advice concerning your work. Multiple answers possible. s ss s s s ss s sss sss ss s

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ss s ss ss s sss ______ 27. Next to previous mentioned persons that you ask for advice, there might be persons to whom you go to, to talk about work related issues and problems, without explicitly asking for advice. Please indicate whom outside this team this concerns. Multiple answers possible. s ss s s s ss s sss sss ss s ss s ss ss s sss ______ 28. What other kinds of resources (next to above mentioned persons) do you use for your work? Multiple answers possible. sss s ss sss s sss ______

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V. Social processes within your team sssss sss 29. Please indicate to what extent the following issues are apparent within this team: s ss ss s ss s s ssss s s s ss s ss ss sss sss ss sss ss ss ssss 30. Please indicate how often the following disagreements are apparent within this team: s s ss s s s

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31. Please indicate to what extent you agree with the following statements: s s sss s ss ssss sss s ssss ssss s ss ss sss 32. Please indicate to what extent you agree with the following statements: s s sss sss s s s ss ss ss ssss s ss sss ss s ss s ss s

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33. Please indicate to what extent you agree on the following statements: s s sss sss s s s s s ssss sss sss s sss s sss s 34. Please indicate to what extent the following statements are true for this team: s s sss ss s sss sss s sss s ss s s sss ss

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35. Please rate this team on a scale from 1 to 10 on the following dimensions: (1 = lowest, 10 = highest) ss ______ ______ ______ ______ sss ______ ss ______ ______ ______

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Appendix II Questionnaire Dutch version

I. Introductie s sss sss ssss ssssss s s s sssss ssss ______ ss s s s s sss s s ss s s ss ______

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II. Algemene informatie omtrent u en uw organisatie s 1. Wat is uw geslacht? 2. Wat is uw leeftijd? ____ 3. Welke nationaliteit heeft u? ______ 4. Onder welke etnische groepering zou u uzelf scharen? ss s ss s s s 5. Hoeveel uur per week werkt u volgens uw contract? ______ 6. Wat is uw hoogst behaalde opleidingsniveau? s s s 7. Wat is de studierichting van uw hoogst genoten opleiding? s s ss s s s s ss ss sss s 8. In welk vakgebied heeft u de meeste ervaring? ______ 69

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ss s s s ss s s ______ 9. Hoe lang bent u al werkzaam bij de huidige organisatie? s

10. Hoeveel mensen zijn in dienst bij deze organisatie? ss 11. In welke sector is uw organisatie actief? s s s s s s s s s ______

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III. Algemene informatie omtrent u en uw team sss ss 12. Hoe lang bent u al lid van dit team? s 13. Uit hoeveel mensen (inclusief uzelf) bestaat dit team? ______

14. Wat voor soort team is het? sss sss ss ss 15. Bent u de formele leider van dit team? 16. In welke mate verschillen de leden van dit team in hun invloed aangaande belangrijke teambeslissingen? sss ssss sss ssss sssss 17. Geef aan in welke mate u het eens bent met de volgende stellingen: s s s s s s s ssss s

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18. Geef aan in welke mate u het eens bent met deze stelling: s s s s sss ss 19. Geef aan in welke mate u het eens bent met deze stellingen: s s s s s 20. Geef alstublieft aan of uw team al dan niet de bevoegdheid heeft om over werkgerelateerde zaken te beslissen: ss ss s sss ss ss s

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IV. Interactie tussen u en uw teamleden ssss sss s 21. Wat is uw voornaam? ______ 22. Wie vraagt u binnen dit team advies 23. Hoe vaak in een doorsnee week vraagt u betreffende uw werk ? Vul alstublieft hun advies betreffende uw werk aan deze voornamen in. Wanneer twee collega’s teamleden? dezelfde naam hebben, noteer dan alstublieft ook de eerste letter van hun achternaam. Voornamen van de teamleden: Aantal malen contact:

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24. Naast bovengenoemde personen zijn er 25. Hoe vaak in een doorsnee week bespreekt u wellicht teamleden met wie u (buiten formele met deze teamleden (buiten formele afspraken) afspraken) werkgerelateerde zaken bespreekt,werkgerelateerde zaken, zonder expliciet om zonder expliciet om advies te vragen ? Vul advies te vragen ? lstublieft hun voornamen in. Wanneer twee collega’s dezelfde naam hebben, notee r dan alstublieft ook de eerste letter van hun achternaam. Voornamen van de teamleden: Aantal malen contact: 26. Geef alstublieft aan wie u van buiten dit team om advies vraagt aangaande uw werk? Meerdere antwoorden mogelijk. s ss ss ss ss ss ss ss s

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ss ss s s ______ 27. Naast bovengenoemde personen, die u om advies vraagt, zijn er wellicht personen met wie u werkgerelateerde zaken bespreekt, zonder expliciet advies te vragen . Geef alstublieft aan voor wie dit buiten het team geldt. Meerdere antwoorden mogelijk. s ss ss ss ss ss ss ss s ss ss s s ______ 28. Welke andere bronnen (naast bovengenoemde personen) gebruikt u voor uw werk? Meerdere antwoorden mogelijk. ss ss ss ss s ______

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V. Sociale processen binnen uw team sss ss 29. Geef alstublieft aan in welke mate de volgende kwesties voorkomen binnen dit team: s ss s s ssss ss ss sss ss ssss ssss sss s ss ssss 30. Geef alstublieft aan hoe vaak de volgende onenigheden merkbaar waren binnen dit team: s

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31. Geef alstublieft aan in welke mate u het eens bent met de volgende stellingen: s s s s s s ss sss s ss s s s s ss 32. Geef alstublieft aan in welke mate u het eens bent met de volgende stellingen: s s s s ss s s s s ss s ss s s

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33. Geef alstublieft aan in welke mate u het eens bent met de volgende stellingen: s s s s sss s ss ss ss ss sss s ss s ss 34. Geef alstublieft aan in welke mate u het eens bent met de volgende stellingen: s s s s ss s ss ss

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35. Geef alstublieft dit team een cijfer op de schaal van 1 tot 10. (1 = laagste, 10 = hoogste) s ______ ______ ______ ______s ______ ______ ______s ______

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Appendix III Summary of the variables on team level

Variety of Team Team Team Code Power disparity func. expertise Network Density Effectiveness

1 ,38 ,28 ,20 3,61 2 ,33 ,44 ,56 3,89 3 ,15 ,64 ,57 3,78 5 ,38 ,63 . 4,02 7 ,48 ,48 ,27 3,71 10 ,38 ,00 ,20 3,61 11 ,31 ,63 ,44 3,10 14 ,68 ,75 ,57 3,82 16 ,31 ,41 ,40 3,84 19 ,26 ,00 ,33 3,59 27 ,49 ,69 ,20 3,49 28 ,40 ,67 ,90 3,58 31 ,35 ,32 ,26 3,69 33 ,50 ,48 . 3,33 36 ,42 ,72 . 3,83 41 ,34 ,76 . 3,43 43 ,64 ,41 ,35 3,70 47 ,14 ,75 ,79 3,90 49 ,66 ,67 . 3,63 50 ,34 ,00 ,51 3,72 54 ,28 ,48 ,28 3,70 55 ,50 ,48 ,38 3,27 56 ,29 ,53 ,33 3,48 57 ,35 ,50 ,68 3,83 58 ,35 ,75 ,70 3,86 59 ,35 ,44 ,73 4,54 60 ,84 ,00 ,85 4,71 63 ,00 ,00 ,78 4,07 64 ,45 ,24 . 3,50 65 ,00 ,63 ,59 3,84 66 ,17 ,44 ,83 3,92 67 ,26 ,63 ,64 3,44 69 ,83 ,44 ,59 3,53 70 ,66 ,38 ,37 2,54 71 ,49 ,00 ,87 3,40 72 ,44 ,67 ,75 3,71 101 ,33 ,44 ,82 3,86 102 ,07 ,00 ,90 4,07 104 ,18 ,00 ,91 3,97 106 ,26 ,38 ,35 3,43 107 ,22 ,67 ,69 3,99 109 ,27 ,44 ,61 3,95 110 ,38 ,44 1,00 4,00 203 ,26 ,44 ,63 4,50 205 ,45 ,75 ,92 4,06 206 ,39 ,38 ,72 4,17 210 ,55 ,50 ,23 4,07 211 ,55 ,75 . 3,51 304 ,47 ,56 ,35 3,43 402 ,58 ,64 ,28 2,87 404 ,55 ,00 ,56 3,64 405 ,32 ,63 ,52 3,92

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501 ,39 ,72 . 3,83 601 ,35 ,75 ,70 3,86 Appendix IV Within group agreement index

Team rwg Power rwg rwg rwg code Disparity Satisfaction Potency Performance 1 ,76 ,82 ,81 ,93 2 ,75 ,89 ,97 ,87 3 ,81 ,87 ,76 ,87 5 ,79 ,91 ,90 ,92 7 ,75 ,85 ,87 ,91 10 ,76 ,87 ,88 ,92 11 ,79 ,79 ,77 ,91 14 ,79 ,82 ,87 ,91 16 ,78 ,89 ,88 ,94 19 ,78 ,86 ,94 ,99 27 ,75 ,93 ,84 ,95 28 ,76 ,85 ,80 ,93 31 ,82 ,93 ,83 ,96 33 ,77 ,83 ,82 ,89 36 ,75 ,84 ,77 ,94 41 ,75 ,89 ,76 ,91 43 ,78 ,92 ,88 ,97 47 ,82 ,86 ,86 ,95 49 ,86 . . . 50 ,76 ,93 ,90 ,95 54 ,80 ,79 ,91 ,92 55 ,75 ,81 ,77 ,92 56 ,78 ,78 ,81 ,93 57 ,76 ,85 ,90 ,95 58 ,76 ,89 ,90 ,95 59 ,79 ,84 ,89 ,95 60 ,95 ,90 ,94 ,96 63 1,00 ,95 ,97 ,99 64 ,75 ,87 ,75 ,89 65 1,00 ,88 ,92 ,97 66 ,84 ,85 ,85 ,97 67 ,87 ,84 ,86 ,95 69 ,92 ,81 ,83 ,96 70 ,77 ,82 ,89 ,96 71 ,77 1,00 ,93 ,97 72 ,76 ,91 ,94 ,97 101 ,75 ,87 ,80 ,94 102 ,91 ,95 ,94 ,96 104 ,81 ,86 ,86 ,98 106 ,76 ,78 ,83 ,91 107 ,77 ,92 ,97 ,97 109 ,81 ,89 ,81 ,96 110 ,76 ,87 ,88 ,94 203 ,75 1,00 .81 ,91 205 ,77 ,87 ,80 ,93 206 ,77 ,92 ,83 ,96 210 ,75 ,84 ,78 ,93

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211 ,76 ,84 ,79 ,89 304 ,75 ,80 ,84 ,96 402 ,75 ,91 ,93 ,93 404 ,76 ,76 ,89 ,92 405 ,81 ,85 ,86 ,94 501 ,75 ,86 ,81 ,88 601 ,76 ,89 ,90 ,95 Appendix V Factor Analyses

A) Factor Analysis for the construct of Team Effectiveness

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. ,646

Bartlett's Test of Approx. Chi-Square 72,179 Sphericity df 3 Sig. ,000

Communalities

Initial Extraction Satisfaction 1,000 ,783 Potency 1,000 ,860 Performance 1,000 ,612 Extraction Method: Principal Component Analysis.

Total Variance Explained

Initial Eigenvalues Extraction Sums of Squared Loadings % of Cumulative % of Cumulative Component Total Variance % Total Variance % 1 2,255 75,159 75,159 2,255 75,159 75,159 2 ,548 18,255 93,414 3 ,198 6,586 100,000 Extraction Method: Principal Component Analysis.

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Scree Plot

2,5

2,0

1,5

1,0 Eigenvalue

0,5

0,0

1 2 3 Component Number

Component Matrix(a)

Component

1 Satisfaction ,885 Potency ,927 Performance ,782 Extraction Method: Principal Component Analysis. a 1 components extracted.

B) Factor Analysis for the construct of Power

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. ,680

Bartlett's Test of Approx. Chi-Square 244,413 Sphericity df 3 Sig. ,000

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Communalities

Initial Extraction Power Item 1 1,000 ,757 Power Item 2 1,000 ,751 Power Item 3 1,000 ,605 Extraction Method: Principal Component Analysis.

Total Variance Explained

Initial Eigenvalues Extraction Sums of Squared Loadings % of Cumulative % of Cumulative Component Total Variance % Total Variance % 1 2,114 70,454 70,454 2,114 70,454 70,454 2 ,554 18,451 88,905 3 ,333 11,095 100,000 Extraction Method: Principal Component Analysis.

Scree Plot

2,0

1,5

Eigenvalue 1,0

0,5

1 2 3 Component Number Component Matrix(a)

Component

1 Power Item 1 ,870 Power Item 2 ,867 Power Item 3 ,778 Extraction Method: Principal Component Analysis. a 1 components extracted.

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