| Organizations are increasingly using information system (IS) project teams in a myriad of tasks and giving them assorted responsibilities. The widespread use of IS project teams does not imply, however, that organizations have a clear understanding of how to effectively manage such teams (Bartol & Martin, 1982; Robey, Smith, & Vijayasarathy, 1993).; The empirical studies that attempt to answer to the IS project team performance concern have been limited and do not back the increased interest by the business community. The present study attempts to meet the need for investigating the design characteristics critical for creating high performing IS project teams. An integrated performance model is proposed that draws upon the literature on information systems, organizational workgroups, and project management. The model considers six major contingencies of IS project teams: technology, organizational, team process, team structure, people, and task characteristics.; The proposed relationships in this study were examined using data gathered through a nationwide field survey. A questionnaire was sent to IS project team leaders in seven hundred and fifty organizations. One hundred and three usable responses were received.; A number of conclusions can be drawn from the present study. First, IS project team performance is a unique and multi-dimensional construct that incorporates outcome effectiveness, team efficiency, team process effectiveness, and satisfaction of team members. Second, the effective design of IS project teams must take into account a number of factors that span the six major contingencies of IS project teams. Moreover, organizational, task, team process, and to some extent technology variables have an unconfused influence on the performance of information system project teams. The last major conclusion of the present study pertains to the fact that the literature on IS project teams can greatly benefit from the contributions of organizational workgroups and project management research. The implications for future research and managerial practice are discussed. |
