THE RIDDLE OF HETERARCHY: POWER TRANSITIONS IN CROSS-FUNCTIONAL TEAMS

• 成果类型: Article
• 署名作者: Aime, Federico; Humphrey, Stephen; Derue, D. Scott; Paul, Jeffrey B.
• 署名单位: Oklahoma State University System; Oklahoma State University - Stillwater; Pennsylvania Commonwealth System of Higher Education (PCSHE); Pennsylvania State University; Pennsylvania State University - University Park; University of Michigan System; University of Michigan; University of Tulsa
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2011.0756
• 发表日期: 2014
• 页码: 327-352
• 关键词: SELF-MANAGED TEAMS; EXTERNAL LEADERSHIP; SHARED LEADERSHIP; social networks; STRATEGIC CORE; MEMBER CHANGE; work; performance; MODEL; legitimacy

摘要

In this paper, we develop the concept of a power heterarchy, which is a conceptualization of power structures in groups that is more dynamic and fluid than traditional hierarchical structures. Through a study of 516 directional dyads in 45 teams, we demonstrate that heterarchical structures in which the expression of power actively shifts among team members to align team member capabilities with dynamic situational demands can enhance team creativity. Our results indicate that this positive effect of power heterarchies on team creativity is contingent on the team perceiving the shifts in interpersonal power expressions as legitimate. We discuss the implications of this heterarchical power structure for research on group functioning, power, and legitimacy in organizations.