Bradley R. Staats

Bio: Bradley R. Staats is an academic researcher from University of North Carolina at Chapel Hill. The author has contributed to research in topics: Team composition & Psychological safety. The author has an hindex of 32, co-authored 105 publications receiving 4210 citations. Previous affiliations of Bradley R. Staats include Harvard University.

Team Familiarity, Role Experience, and Performance: Evidence from Indian Software Services

Abstract: Much of the literature on team learning views experience as a unidimensional concept captured by the cumulative production volume of, or the number of projects completed by, a team. Implicit in this approach is the assumption that teams are stable in their membership and internal organization. In practice, however, such stability is rare, because the composition and structure of teams often change over time (e.g., between projects). In this paper, we use detailed data from an Indian software services firm to examine how such changes may affect the accumulation of experience within, and the performance of, teams. We find that the level of team familiarity (i.e., the average number of times that each member has worked with every other member of the team) has a significant positive effect on performance, but we observe that conventional measures of the experience of individual team members (e.g., years at the firm) are not consistently related to performance. We do find, however, that the role experience of individuals in a team (i.e., years in a given role within a team) is associated with better team performance. Our results offer an approach for capturing the experience held by fluid teams and highlight the need to study context-specific measures of experience, including role experience. In addition, our findings provide insight into how the interactions of team members may contribute to the development of broader firm capabilities.

Dynamically Integrating Knowledge in Teams: Transforming Resources into Performance

Abstract: In knowledge-based environments, teams must develop a systematic approach to integrating knowledge resources throughout the course of projects in order to perform effectively. Yet, many teams fail to do so. Drawing on the resource-based view of the firm, we examine how teams can develop a knowledge-integration capability to dynamically integrate members‘ resources into higher performance. We distinguish among three sets of resources: relational, experiential, and structural, and propose that they differentially influence a team‘s knowledge-integration capability. We test our theoretical framework using data on knowledge workers in professional services, and discuss implications for research and practice.

Perspectives on the productivity dilemma

Abstract: Editor’s note The authors of this paper presented an All-academy session at the 2008 Academy of Management annual meeting in Anaheim, California. We were excited by the dynamic nature of the debate and felt that it related closely to critical issues in the areas of operations management, strategy, product development and international business. We thus invited the authors to write an article offering their individual and joint views on the productivity dilemma. We trust you will find it to be stimulating and thought provoking. We invite you to add your voice to the discussion by commenting on this article at the Operations and Supply Chain (OSM) Forum at http://www.journaloperationsmanagement.org/OSM.asp. – Kenneth K. Boyer and Morgan L. Swink

Dynamically integrating knowledge in teams: transforming resources into performance

Abstract: In knowledge-based environments, teams must develop a systematic approach to integrating knowledge resources throughout the course of projects in order to perform effectively. Yet many teams fail t...

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.