Works
- Coordinated action in multiteam systems, Journal of Applied Psychology 97(4), 808 to 824, 2012
- Managing coordination in multiteam systems: integrating micro and macro perspectives, Academy of Management Journal 59(5), 1823 to 1844, 2016
In Organizational Structures
Known for
Coordination in multiteam systems.
Ideas
Coordinated action in multiteam systems. With Hollenbeck, Barnes, Sleesman, and Ilgen, found in 233 multiteam systems that coordination across team boundaries at the component-team level can hurt performance, and that coordinated actions by component-team boundary spanners and system leadership help system performance only when centered on the component team most critical to the task environment. Caveat: A simulation study of 233 multiteam systems, on one task type.
Integrating teams and component teams. With de Vries, Hollenbeck, Walter, and van der Vegt, found that generalist members aid horizontal coordination between component teams but can distract from high-impact specialized work, and that vertical coordination between a team charged with system-wide integration and the specialized component teams was critical for reaping the generalists' benefits while avoiding their costs. Caveat: A simulation study of 236 multiteam systems.