Group Dynamics: Theory, Research, and Practice, Vol 28(4), Dec 2024, 267-291; doi:10.1037/gdn0000219
Objective: Teams are required to be efficient in the functions of their business demands and be creative to bring diverse alternatives into their task performance. Yet, the evidence to support the ambidextrous design is limited. In this study, we aim to address this lacuna by investigating the role of team structures in the tension between problem-solving efficiency and solution quality in the team problem-solving process. Method: Using a computational simulation, we investigate the comparative effects of different team structural configurations, such as interconnectedness and subgrouping, on team performance over time measured as time taken to finish group tasks and quality of group decisions. Results: We find that one subgroup structure could achieve nearly the efficiency of a totally connected structure while realizing problem solution levels close to that of the linear-connected structure. We further illustrate the effects of the number and the balance in the size of subgroups as well as the interconnectedness between subgroups on the two performance measures. Conclusions: Researchers should not make presumptions about how team structural configurations impact team performance without considering the configuration properties at different time horizons and relating to different performance concerns. This essential insight may be useful to inform team research and management practice. (PsycInfo Database Record (c) 2024 APA, all rights reserved)