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Team Composition


  • Antonio S. Mello

    (University of Wisconsin–Madison)


This paper presents a model of team composition. Heterogeneous teams have a greater variety of information sources than homogeneous teams. If information and preferences can be expressed openly, heterogeneous teams reach better decisions. However, members of heterogeneous teams are more likely to diverge in their preferences with respect to courses of action, which is reflected in lower effort. Team leaders who are likely to be either uninformed or well informed about project payoffs prefer to form homogeneous teams. Authority vested in the team leader to replace a subordinate affects the sharing of information and may diminish the value of heterogeneous teams.

Suggested Citation

  • Antonio S. Mello, 2006. "Team Composition," The Journal of Business, University of Chicago Press, vol. 79(3), pages 1019-1040, May.
  • Handle: RePEc:ucp:jnlbus:v:79:y:2006:i:3:p:1019-1040

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    References listed on IDEAS

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    Cited by:

    1. Florkowski, Wojciech J., 2008. "Opportunities For Innovation Through Interdisciplinary Research," Bulletin of the Szent Istvan University 43408, Szent Istvan University, Faculty of Economics and Social Sciences.
    2. Bhansing, Pawan V. & Leenders, Mark A.A.M. & Wijnberg, Nachoem M., 2012. "Performance effects of cognitive heterogeneity in dual leadership structures in the arts: The role of selection system orientations," European Management Journal, Elsevier, vol. 30(6), pages 523-534.
    3. Uwe Jirjahn & Kornelius Kraft, 2010. "Teamwork And Intra-Firm Wage Dispersion Among Blue-Collar Workers," Scottish Journal of Political Economy, Scottish Economic Society, vol. 57(4), pages 404-429, September.
    4. Bucci, Gabriella A. & Tenorio, Rafael, 2010. "Group diversity and salience: A natural experiment from a television game show," Journal of Behavioral and Experimental Economics (formerly The Journal of Socio-Economics), Elsevier, vol. 39(2), pages 306-315, April.

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