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Collaboration, Motivation, and the Size of Organizations

Author

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  • Christoff Loch

Abstract

We present an analytical model of an organization that offers operational drivers of limits on team size. The model trades off benefits from collaborative problem solving against the disadvantages of diminishing motivation when groups get large. When the performance increase is linear with the number of team members, there is a barrier that prevents cooperation for large teams. When the performance increase is superlinear however, collaborative problem solving benefits balance motivational effects. Thus effective problem solving methods are of double value, improving direct productivity and mitigating the social dilemma of team production. The resuls imply that managers should enlarge their organizations up to the minimum limit set by the cooperation barrier and the exogenous performance limit.

Suggested Citation

  • Christoff Loch, 1995. "Collaboration, Motivation, and the Size of Organizations," Working Papers _005, Xerox Research Park.
    • Handle: RePEc:wop:xeroxp:_005
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    References listed on IDEAS

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    Cited by:

    1. Ann Majchrzak & Arvind Malhotra & Richard John, 2005. "Perceived Individual Collaboration Know-How Development Through Information Technology–Enabled Contextualization: Evidence from Distributed Teams," Information Systems Research, INFORMS, vol. 16(1), pages 9-27, March.
    2. Loch, Christoph H. & Huberman, Bernardo A. & Stout, Suzanne, 2000. "Status competition and performance in work groups," Journal of Economic Behavior & Organization, Elsevier, vol. 43(1), pages 35-55, September.

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