EFFICACY DISPERSION IN TEAMS: MOVING BEYOND AGREEMENT AND AGGREGATION

Authors


and requests for reprints should be addressed to D. Scott DeRue, University of Michigan, Management and Organizations, Stephen M. Ross School of Business, 701 Tappan Street, Ann Arbor, MI 48109; dsderue@umich.edu.

Abstract

We challenge the assumption that within-team variability in team efficacy is simply a methodological concern and statistical prerequisite. We do so by developing a theoretical model and research agenda for the study of dispersion in team efficacy. We construct a taxonomy that distinguishes 4 distinct forms of dispersion in team efficacy, discuss the antecedents to these forms of dispersion, and examine how the forms of efficacy dispersion impact team emergent states, processes, and effectiveness.

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