The Effects of Team Enablers and Team Cohesion on Project Team Success

Abstract

The aim of this study was to explore the influences of team enablers (team autonomy and organizational support) and team cohesion dimensions on project team success and to test the mediating effect of team cohesion dimensions in this relation. PLS-SEM was implemented in the study carried out in 110 project teams with 343 team members in a multinational financial institution. The measurement model was tested for validity and reliability. Because the analysis was performed at team level, aggregation of the survey responses to team level were done by calculation of arithmetic mean. The findings of the research revealed that organizational support was a significant antecedent of team task cohesion and team effectiveness. Team task cohesion mediated the link between organizational support and team effectiveness. Although the significant direct positive influences of team autonomy on success dimensions were confirmed, it appeared that none of the dimensions of team cohesion was influenced by team autonomy. In line with the literature, positive influences of task cohesion on  effectiveness and innovation were supported, but the influence of social cohesion on team success was immaterial.