Using a Dual Role Assignment to Improve Group Dynamics and Performance: The Effects of Facilitating Social Capital in Teams

Abstract

This article describes a project that simulates the interplay between management and development project teams in a business environment. Each student team was assigned a management role supervising one project and a development role implementing another project. Results indicate that teams that communicate regularly and interact socially outside of class form more social capital. Development teams with dense social capital also voluntarily completed tasks beyond their responsibilities, and management teams perceived higher performance from their development teams. The authors discuss how this simulation can be used to increase learning, along with how the simulation increases the richness of the learning environment.