Team Context and Team Performance: An Integrated Review

Abstract

High-quality teamwork has been recognized as central for organizational success. As such, researchers and practitioners have attempted to uncover how best to ensure high team performance. A review of the literature on teams suggested that team performance is a function of a variety of factors. While research shows that team context is important, investigations on this subject are still inadequate particularly for manufacturing teams within the context of a developing country like Malaysia. Therefore, the purpose of this paper is to review the extant literature on team performance and subsequently propose a model linking team context (team leaders’ transformational leadership style and perceived team support) with team performance in the Malaysian manufacturing industry with a focus on the electrical and electronic sector. In addition, trust is explored as a mediator in the above-mentioned relationship.