Examining a curvilinear relationship between communication frequency and team performance in cross-functional project teams

It is postulate that both high and low levels of team communication can impede team performance, thus leading to a curvilinear relationship between team performance and team communication.

Abstract

The performance of a cross-functional team depends on the skillful and innovative combination of information and expertise from all team members. Communication is the medium through which team members share the information required for successful amalgamation. In this work, we postulate that both high and low levels of team communication can impede team performance, thus leading to a curvilinear relationship between team performance and team communication. To test this hypothesis, the relationships between face-to-face, e-mail, and telephone communication and team performance were examined for 60 cross-functional project teams. E-mail and face-to-face communication were curvilinearly associated with performance, but telephone communication was not. Further analysis of the communication frequency between colocations showed that e-mail is the only medium for which usage increased with distance.