Asymmetric adaptability: Dynamic team structures as one-way streets

• 成果类型: Article
• 署名作者: Moon, H; Hollenbeck, JR; Humphrey, SE; Ilgen, DR; West, B; Ellis, APJ; Porter, COLH
• 署名单位: Emory University; Michigan State University; Michigan State University's Broad College of Business; University of Arizona; Texas A&M University System; Texas A&M University College Station; Mays Business School
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/20159611
• 发表日期: 2004
• 页码: 681-695
• 关键词: CONTINGENCY THEORY; environment; validity; work; ORGANIZATIONS; COOPERATION; performance; strategies

摘要

This study tested whether teams working on a command and control simulation adapted to structural change in the manner implied by contingency theories. Teams shifting from a functional to a divisional structure showed better performance than teams making a divisional-to-functional shift. Team levels of coordination mediated this difference, and team levels of cognitive ability moderated it. We argue that the static logic behind many contingency theories should be complemented with a dynamic logic challenging the assumption of symmetrical adaptation.