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Role Structures and Creative Potential of Working Teams
Author(s) -
Ryssina V. N.,
Koroleva G. N.
Publication year - 1984
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.1984.tb00519.x
Subject(s) - interface (matter) , team composition , key (lock) , knowledge management , psychology , process management , engineering ethics , business , engineering , computer science , computer security , pulmonary surfactant , gibbs isotherm , chemical engineering
The authors have carried out a study in a number of engineering research institutes of the relationship between the performance of teams engaged in technological innovation and the existence in the team of possible roles. Their objective was to ascertain the optimum role composition. They have identified as essential to an effective innovating team the roles of leader/organiser, idea generator, critic, gatekeeper, research technique specialist, and interface manager. They found that which roles were the key depended on the stage of progress of a project. For example, during the earliest stage the idea generator and the gatekeeper were the most important; in the last stage the interface manager and research technique specialist roles came to the fore. The leader's role was always crucial. His most important functions were to staff the team (getting the right balance of roles and skills, develop the team members, help to generate ideas and act as a gatekeeper. Preferably he should be neither a critic nor a research technique specialist. The authors conclude that the use of these role concepts will improve innovation performance. They also believe that they will be found to be of importance for teams engaged in any form of creative activity.