Balkundi, P., Harrison, D.A. (2006). Ties, Leaders, and Time in Teams: Strong Inference About Network Structure’s Effects on Team Viability and Performance. Academy of Management Journal, 49(1), 49-68.

Reports an error in "Ties, Leaders, and Time in Teams: Strong inference about network structure's effects on team viability and performance" by Prasad Balkundi and David A. Harrison (Academy of Management Journal, 2006 Feb, Vol 49(1), 49-68). The authors' abstract mistakenly appears as its first paragraph in the article. (The following abstract of the original article appeared in record 2006-04491-006). How do members' and leaders' social network structures help or hinder team effectiveness? A meta-analysis of 37 studies of teams in natural contexts suggests that teams with densely configured interpersonal ties attain their goals better and are more committed to staying together; that is, team task performance and viability are both higher. Further, teams with leaders who are central in the teams' intragroup networks and teams that are central in their intergroup network tend to perform better. Time sequencing, member familiarity, and tie content moderate structure-performance connections. Results suggest stronger incorporation of social network concepts into theories about team effectiveness