Coordinated action in multiteam systems.
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.
Eli Broad Graduate School of Management, Michigan State University, MI, USA. rdavison@mba1988.hbs.edu
Robert B
RB
Davison
John R
JR
Hollenbeck
Christopher M
CM
Barnes
Dustin J
DJ
Sleesman
Daniel R
DR
Ilgen
D006801:Humans; D007324:Institutional Management Teams; D007398:Interpersonal Relations; D007857:Leadership; D009938:Organizations