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Team Leaders and Team Members in Interorganizational Networks: An Examination of Structural Holes and Performance
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  • Alex M. Susskind, Cornell University School of Hotel Administration
  • Peggy R. Odom-Reed, Cornell University School of Hotel Administration
  • Anthony E. Viccari, Syracuse University
Publication Date
10-1-2011
Abstract
Through the examination of 11 intact interuniversity research project teams, this study examines the relationship between team leaders, team members, their communication networks (represented as structural holes), and performance. The study shows that in the conduct of their work, the team leaders bridged more structural holes than team members. Although team leaders demonstrated a higher level of out-of-alliance performance, they did not demonstrate higher levels of individual performance on their teams (compared with team members). Furthermore, we examined the relationship between structural holes and both individual team member performance and overall team performance. Contrary to our expectations, bridging structural holes were not significantly related to individual team member performance but were negatively and significantly related to overall team performance, the effect of which came mainly from team members’ effective size.
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Required Publisher Statement
© SAGE. Final version published as: Susskind, A. M., Odom-Reed, P. R., & Viccari, A. E. (2002). Team leaders and team members in interorganizational networks: An examination of structural holes and performance. Communication Research, 38(5), 613-633. doi: 10.1177/0093650210380867
Reprinted with permission. All rights reserved.

Citation Information

Susskind, A. M., Odom-Reed, P. R., & Viccari, A. E. (2002). Team leaders and team members in interorganizational networks: An examination of structural holes and performance [Electronic version]. Retrieved [insert date], from Cornell University, SHA School site: http://scholarship.sha.cornell.edu/articles/843