A Dual-Approach to Project Team Optimisation: Balancing the 'Shackleton' and 'Weakest-Link' Effects

Abstract

This study discusses executive cross-department project team performance, in relation to team competency structures.
Detailed market-oriented (MO) competencies of team
members and performance data are investigated. The
empirical analysis based on relationship marketing theory and
applied psychology theories shows that for the achievement of
budget and deadline goals, it is primarily static competencies
that matter; whereas, for the achievement of quality goals,
also dynamic competencies matter. Moreover, the role of the
strength distribution of competencies is stressed by arguing
that team members with strong MO competencies matter for
budget and deadline goals (Shackleton principle), while the
weakest member has a critical impact on quality goals
(weakest-link-of-the-chain principle).