Coordinated Action in Multiteam Systems

• 成果类型: Article
• 署名作者: Davison, Robert B.; Hollenbeck, John R.; Barnes, Christopher M.; Sleesman, Dustin J.; Ilgen, Daniel R.
• 署名单位: Michigan State University; Michigan State University's Broad College of Business; Virginia Polytechnic Institute & State University; Michigan State University
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/a0026682
• 发表日期: 2012
• 页码: 808-824
• 关键词: multiteam systems; differentiated team roles; team of teams; dynamic centrality; COORDINATION

摘要

This study investigated coordinated action in multiteam systems employing 233 correspondent systems, comprising 3 highly specialized 6-person teams, that were engaged in an exercise that was simultaneously laboratory-like and field-like. It enriches multiteam system theory through the combination of theoretical perspectives from the team and the large organization literatures, underscores the differential impact of large size and modular organization by specialization, and demonstrates that conventional wisdom regarding effective coordination in traditional teams and large organizations does not always transfer to multiteam systems. We empirically show that coordination enacted across team boundaries at the component team level can be detrimental to performance and that coordinated actions enacted by component team boundary spanners and system leadership positively impact system performance only when these actions are centered around the component team most critical to addressing the demands of the task environment.