CHRONOTYPE DIVERSITY IN TEAMS: TOWARD A THEORY OF TEAM ENERGETIC ASYNCHRONY

• 成果类型: Article
• 署名作者: Volk, Stefan; Pearsall, Matthew J.; Christian, Michael S.; Becker, William J.
• 署名单位: University of Sydney; University of North Carolina; University of North Carolina Chapel Hill; University of North Carolina School of Medicine; University of North Carolina; University of North Carolina Chapel Hill; University of North Carolina School of Medicine; Virginia Polytechnic Institute & State University
• 刊物名称: ACADEMY OF MANAGEMENT REVIEW
• ISSN/ISSBN: 0363-7425
• DOI: 10.5465/amr.2015.0185
• 发表日期: 2017
• 页码: 683-702
• 关键词: GEOGRAPHICALLY DISPERSED TEAMS; SHARED TASK REPRESENTATIONS; GROUP DECISION-MAKING; DEEP-LEVEL DIVERSITY; MORNINGNESS-EVENINGNESS; SLEEP-DEPRIVATION; individual-differences; CITIZENSHIP BEHAVIOR; SOFTWARE-DEVELOPMENT; circadian-rhythms

摘要

We introduce the concept of chronotype diversity into the team diversity literature. We define chronotype diversity as the extent to which team members differ in their biological predispositions toward the optimal timing of daily periods of activity and rest. To explain the effects of chronotype diversity on team outcomes, we develop a theory of team energetic asynchrony. Team energetic asynchrony refers to temporal asymmetries among team members' daily peaks and troughs in physical and psychological energy. In our theoretical model we delineate how chronotype diversity affects team performance by specifying three specific team processes (coordination, information processing, and backing up behavior) that convey unique team diversity effects of energetic asynchrony. In doing so we propose that chronotype diversity can have either positive or negative effects on team processes and outcomes, depending on whether teams recognize differences in members' chronotypes and structure team work accordingly. We also discuss the potential effects of chronotype subgroup formation and the benefits and pitfalls of low chronotype diversity.