Abstract
The study investigates the effect of teams' Big Five personality composition (mean, variance, minimum, and maximum) on social and task cohesion. The authors illustrate an empirical study on information technology professionals that elaborates on preceding research and observed significantly divergent findings. Contrary to past studies, significant relation was found between conscientiousness and social cohesion and openness to experience and social and task cohesion. Further, no relationship was found between agreeableness and task cohesion. Results partly confer the relationship between extraversion and social cohesion; neuroticism and social and task cohesion. Implications of these findings and future research needs are discussed.
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