THE HIGHS AND LOWS OF HIERARCHY IN MULTITEAM SYSTEMS

• 成果类型: Article
• 署名作者: Matusik, James G.; Mitchell, Rebecca L.; Hays, Nicholas A.; Fath, Sean; Hollenbeck, John R.
• 署名单位: University of Colorado System; University of Colorado Boulder; Michigan State University; Michigan State University's Broad College of Business; Cornell University
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2020.0369
• 发表日期: 2022
• 页码: 1571-1592
• 关键词: DOUBLE-EDGED-SWORD; ORGANIZATIONAL ROUTINES; STATISTICAL CONTROL; social hierarchy; ego depletion; leadership; teams; POWER; performance; self

摘要

Multiteam system research operates under the assumption that multiteam systems should be structured hierarchically, or consist of component teams nested under a formal, centralized leadership team that oversees and orchestrates system activities. Although multiteam system research has certainly provided evidence suggestive of the merits of more hierarchical (vs. egalitarian) structures, we take a more balanced view and argue that hierarchy both facilitates and impedes multiteam system success. Using an experimental study and a sample of 76 multiteam systems observed over three performance episodes, we provide evidence that structural hierarchy (a) facilitates multiteam system learning by mitigating cognitive depletion among members, but (b) undermines multiteam system learning via its deleterious effects on horizontal coordination. Critically, however, we find that the benefits of hierarchy (i.e., reduced cognitive depletion) wane over performance episodes. This investigation underscores the important role that different hierarchical arrangements play in multiteam system functioning. Although a majority of multiteam system researchers have utilized hierarchical structures-which indeed have their virtues-we illustrate that egalitarian structures have key advantages as well.