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

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).