论文标题
公平团队推动科学创新
Flat Teams Drive Scientific Innovation
论文作者
论文摘要
随着在科学和学术研究的所有领域中的团队的发展，我们探讨了团队结构与他们产生的知识特征之间的关系。利用了89,575个团队成员研究活动的自我报告，我们展示了个人活动如何通过研究和提出研究以及（2）通过数据收集，分析和讨论来支持（1）领导的广泛作用。科学团队的隐藏层次结构的特点是其成员的领导（或L）率是扮演领导角色到总体规模的领导角色。通过与对特定论文和整个科学的估计贡献相关性来验证L-RATIO，我们用来有效地推断出L-Ratio的16,397,750篇论文，而角色并非显式。我们发现，相对于公平的平等团队，高个子，等级团队的新颖性较小，并且经常发展现有思想。提高顶部人员的生产率，并减少下面的人的生产率；增加短期引用，但会降低长期影响。这些效果会内部实现 - 同一人在同一大小的团队中，如果他们在一个平坦的高L-Ratio团队中工作，那么他们就会更有可能破坏创新。这些结果表明，Flat团队在可持续的科学进步以及科学家的培训和进步方面发挥着关键作用。
With teams growing in all areas of scientific and scholarly research, we explore the relationship between team structure and the character of knowledge they produce. Drawing on 89,575 self-reports of team member research activity underlying scientific publications, we show how individual activities cohere into broad roles of (1) leadership through the direction and presentation of research and (2) support through data collection, analysis and discussion. The hidden hierarchy of a scientific team is characterized by its lead (or L)-ratio of members playing leadership roles to total team size. The L-ratio is validated through correlation with imputed contributions to the specific paper and to science as a whole, which we use to effectively extrapolate the L-ratio for 16,397,750 papers where roles are not explicit. We find that relative to flat, egalitarian teams, tall, hierarchical teams produce less novelty and more often develop existing ideas; increase productivity for those on top and decrease it for those beneath; increase short-term citations but decrease long-term influence. These effects hold within-person -- the same person on the same-sized team produces science much more likely to disruptively innovate if they work on a flat, high L-ratio team. These results suggest the critical role flat teams play for sustainable scientific advance and the training and advancement of scientists.
