THE DOUBLE-EDGED SWORD OF DECENTRALIZED PLANNING IN MULTITEAM SYSTEMS

• 成果类型: Article
• 署名作者: Lanaj, Klodiana; Hollenbeck, John R.; Ilgen, Daniel R.; Barnes, Christopher M.; Harmon, Stephen J.
• 署名单位: Michigan State University; Michigan State University's Broad College of Business; Michigan State University; Virginia Polytechnic Institute & State University
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2011.0350
• 发表日期: 2013
• 页码: 735-757
• 关键词: Risk-taking; TEAM EFFECTIVENESS; transformational leadership; ACQUISITION EXPERIENCE; STRUCTURAL EMPOWERMENT; PROACTIVE BEHAVIOR; SHARED LEADERSHIP; decision-making; GOAL DIFFICULTY; prospect-theory

摘要

The literature on small stand-alone teams has suggested that decentralization has predominantly positive features. However, in multiteam systems, the presence of other highly interdependent teams adds a level of complexity that may preclude generalizing from teams to multiteam systems. We studied the effects of decentralized planning in 210 multiteam systems, each composed of three six-person, functionally specialized component teams. As has previous research, we find that decentralized planning has positive effects on multiteam system performance, attributable to enhanced proactivity and aspiration levels. However, we also find that the positive effects associated with decentralized planning are offset by the even stronger negative effects attributable to excessive risk seeking and coordination failures. We discuss the implications for theories of intrateam and interteam dynamics, along with the applied implications for designing empowerment interventions in team and multiteam contexts.